A book that I will enjoy reading:
Building the Bridge as You Walk on It: A Guide for
Leading Change (Jossey-Bass, 2004), Robert E. Quinn
This book explains why some change management initiatives succeed
while so many others do not. The book addresses three conditions that must
exist for successful change to occur:
• Leaders must change themselves before they can be
effective at leading change by example.
• For change to cascade down through the organization,
groups and individuals within the organization
whose behaviors already embody the desired state must
engaged in the change process.
• People at the top of the organization need to tell a
story that resonates throughout the organization and
explains why change is necessary and what the role of
every employee will be.
Only when these three elements fall into place can
middle managers and frontline employees begin to
adopt the desired behaviors and bring the change to life.
States of LeadershipBuilding the Bridge as You Walk on It: A Guide for
Leading Change (Jossey-Bass, 2004), Robert E. Quinn
expands on the argument made in his previous book,
Deep Change: Discovering the Leader Within (Jossey-Bass,
1996), that significant organizational change doesn’t
happen unless the leader genuinely lives the changes he or
she is advocating.
Quinn, a professor at the University of Michigan Business School, describes
two states of leadership” that illuminate why so many leaders struggle
with change.
In what he calls the “normal state of leadership” — a state in which most
people operate most of the time — it is very difficult to
achieve change because the leader is too self-focused and
comfort-centered. Individuals in this state mostly consider
what is right for them personally, and they have
difficulty seeing the larger picture of what is right for the
organization. The preferred state for leading change is
what Quinn calls “the fundamental state of leadership.”
In this state, individuals are internally directed by a
strong sense of right and wrong, and are also externally
aware of the larger issues faced by the organization.
In Building the Bridge as You Walk on It, Quinn
identifies eight practices for achieving the personal
transformation that takes an individual from a “normal”
to a “fundamental” state of leadership.
These are:
Reflective action
authentic engagement
appreciative inquiry
grounded vision
adaptive confidence
detached interdependence
responsible freedom
tough love
The eight practices examined in Building the Bridge
as You Walk on It are, on one level, exercises to help leaders
maintain their integrity under situations of great
duress. On another level, they’re avenues to help leaders
engage individuals in reflecting on their own experiences
with change and in adopting new behaviors.
Each practice is explained at length, and with personal
stories.
“Authentic engagement,” for example, is
the ability to align intentions and motives with actions.
If leaders advocate change for the broader good of the
company but are not fully committed to seeing it
through, the contradiction will be apparent to others.
Quinn believes that authentic engagement requires leaders
to make a fundamental choice to live by principle,
even when faced with pain and sacrifice.
He tells the story of an executive famous within his
organization for turning around failing business units.
The executive was temporarily placed in a dying unit
with the promise of inheriting the top job at the company’s
largest business, regardless of his performance in the
interim position. For the first time, this executive found
he was ineffective at fixing a broken situation. Quinn
recounts asking the executive what he would do if the
job in the other business unit were not there waiting for
him. In response, the executive began to run through
the changes he would make. As a result of the conversation
with Quinn, he decided to excuse himself from
taking the other leadership position, and instead rededicated
himself to turning around the failing business
unit. The workers in the unit immediately saw the
change in his engagement and began to change their
own behaviors as well.
“Tough love” describes the leader’s ability to
encourage people in the organization to reach for a higher
standard while also holding them accountable for
meeting those standards. The prime example Quinn
gives is GE’s Jack Welch, an executive renowned for
pushing his team to reach for the highest standards of
performance, but having limited tolerance for those who
fell short. Testimonies from managers who reported
directly to Welch demonstrate that the first time someone
missed the bar, Welch provided considerable support
to help him or her shore up his or her skills and prevent
the person from repeating the mistake. Only if the
individual missed again — after receiving support —
were the consequences serious. Jack Welch left no doubt
that he believed in his subordinates’ abilities and backed
them. But at the same time, these executives knew that if
they could not live up to his expectations, they would be
let go. Quinn argues that supporting individuals as well
as holding them accountable for adopting new behaviors
is essential to motivating those individuals to challenge
themselves and improve their performance.
This is an adaptation of a review as it appeared in Strategy & Busines, no. 37, from the article “Best Business Books of 2004”, section on Change. See http://www.strategy-business.com/ for more. I am not associated with Booz Allen Hamilton or the magazine in any way. The magazine and its website are a great source for thought leadership on many themes, though!