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Leader as Change Agent
內容大綱
The twenty-first century poses new challenges for businesses, especially when it comes to velocity (the speed of now). This book looks at the intersections of leadership and velocity and offers key leadership competencies essential for our time; these competencies might be even more timely due to the COVID-19 pandemic and the need for effective leadership at all levels. There is a vital need for these competencies, but there are also contrasts in practice, leaders who are rising to the occasion and those whose lacking is clearly notable. Ten competencies are outlined throughout the text that can serve as a foundation for effective leadership. They are based on personal experiences, interviews with various leaders, and research. Written for managers and business leaders of all kinds, this book will help individuals and businesses establish their leadership brand and enhance their leadership practices. Chapter 7 explores how the leader can be a catalyst for change. Leaders inspire others and convince them change is needed, then lead the execution of those changes; however, continuous change can increase employee stress. Effectively leading change means following best practices from creating the change vision, communicating effectively, mitigating risk, and controlling the by-products, such as employee stress. This chapter looks at what drives change and how change looks at a practical level. How to be an effective change agent is also discussed; essential traits of change agents are outlined, including optimism, resilience, and empathy. Being adaptive and flexible is also essential to being an effective change agent. Several best practices for leading change are explored. The "three Cs" for effective change leadership are also introduced: communication, collaboration, and commitment. Beyond these three Cs, this chapter offers a new change framework, "C6." These six Cs include communication, collaboration, confidence, cohesion, climate, and conversion.