In this video, we're going to talk about the qualities of
adaptive leadership and the importance this plays in leading change.
Linsky and Heifetz remind us that the single biggest failure of
leadership is to treat adaptive challenges like technical problems.
In this video, you'll learn more about how you can use
your leadership skills to overcome adaptive challenges.
High reliability leaders understand the importance of
using self to cultivate trust and trustworthiness.
They understand that change only happens at the speed of trust and
that building that trust among the team is what will make that change successful.
They also cultivate an environment of respect,
engaging people so that they feel like the change is
being done with them rather than to them.
This article entitled navigating adaptive challenges
in quality improvement was written by Dr. Pronovost.
If you'd like to learn more on this topic,
I would invite you to look this article up.
A first piece of advice for leading adaptive change is
be unwavering in your goal and invite others to help you reach it.
When choosing a goal,
be confident that that goal can be achieved and focus on its achievement.
Recognize that you can't do it by yourself.
That you're going to require the wisdom
and the skill and the passion of others to accomplish it.
A second piece of advice is surface the
real and perceived losses that that change might bring.
Resistance to change often happens when people fear
real or more often perceived loss.
The third piece of advice.
Communicate the need for change.
Explaining the need for change so that the team understands the why is
critical so that they don't guess what your motives are which might lead to resistance.
Tune into "What's in it for me?"
Identify what they care about.
How does this align with how what their values are and what's important
to the staff and those stakeholders you need to participate in this change.
Maximize the perceived benefits of the change and minimize the losses.
Next, seek to understand rather than judge.
There will always be dissenters to change but seek to understand their point of view.
Likely, they have concerns or they know about a barrier
that will be important for you to consider in your plan of implementation.
Monitor the organizational pressure.
Many organizations have multiple initiatives going on simultaneously.
You need to assess whether there is an ability to take on new initiatives.
Understand what burden the change has on you,
your staff and the larger organization and
adjust workloads accordingly if this is an important change that must happen,
recognize that may involve new work.