Owning your change program

It has been a while since I’ve checked out my leadership counterparts on Alltop… I found some tasty posts from bloggers I hadn’t seen before.  Melissa Dutmers at Riverfork challenges us to not fall back on conventional wisdom:

…that the greatest contributor to success is “active and visible executive sponsorship” (this is corporate speak meaning high level executives are supposed to inspire and influence their people). I don’t buy it. I believe that the number one success factor for leading change is YOU (emphasis Melissa’s). 

I agree.  The need for executive sponsorship is almost a truism; as Melissa notes, “you need the support of a high-level manager or executive to approve the idea”. 

But can a change leader stop at formal approval?  Are you content with leaving the “active and visible” part of executive sponsorship to the executive him/herself?  For example, do you bother to draft that announcement e-mail or put together talking points for the exec to use with the board?  Do you make the leadership the first part of the communications plan, not the last?

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2 Responses

  1. Paul,
    Thanks for finding my blog post and referencing it in your article!

    I love the questions you posed.
    “But can a change leader stop at formal approval? Are you content with leaving the “active and visible” part of executive sponsorship to the executive him/herself?”

    Cheers~
    Melissa Dutmers
    Twitter: http://twitter.com/riverfork

  2. Do organisations ever change unless they really have too. Look at the banks. After much public derision and criticism from the whole of public society they are continuing to behave as they ever did. It would be a really interesting cast study to explore in more detail.

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