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1、Howtoovercomeresistanceanddevelopadaptable,change-orientatedleadershipskills13TheCaseforChangeTotrulyunderstandthepaceofchange,it’sworthreviewingtheslidesofakeynotespeechdeliveredbyWilliamEggersin2010entitled,“Adaptingtoanageofexponentialchange”Eggerspointedoutthattheaveragel
2、ifetimeofacompanyintheS&P500hasfallen80%since1937.Furthermore,therateatwhichbigcompanieslosetheirleadershippositionshasalmostdoubledinthelastfortyyears,whiletheprofitabilityofallpubliccompanieshasdroppedby75%inthesametimeframe.TheAshridgeBusinessSchool“GlobalLeadersofTomorrow
3、”projectinvolvedinterviewsandsurveysofindustryleadersaroundtheworldandrevealedahighlevelofagreementontheknowledgeandskillsimportantfortomorrow’sgloballeader.Organizedintothreedistinctclusters,theabilitytomanagechangeisaconsistenttheme: ·Context:Thegloballeaderoftomorrowneedst
4、ounderstandthechangingbusinesscontextwithinitssector,aswellashowstakeholders(regulators,customers,suppliers,investors,NGOs)areresponding.·Complexity: Theabilitytoleadinthefaceofcomplexityandambiguity,whichbyitsnaturecreatesuncertaintyanddisagreementregardingthenecessaryrespon
5、se.Leadershipinthesecircumstancesrequiresarangeofdiscreteskills.Amongthosepolled,88%believedthatseniorexecutivesneedtheabilitytobeflexibleandresponsivetochange,aswellastofindcreative,innovativeandoriginalwaystosolveproblems(91%). ·Connectedness:Theabilitytounderstandtheplayer
6、sinabroaderpoliticallandscapeandtoengageandbuildeffectiverelationshipswithnewkindsofexternalpartners.AsoneofourLeadership2020competencies,thequestionofhowtosupportleaders,theirteamsandtheirorganizationstoovercomeresistanceandsucceedinaneraofacceleratingchangeisthesubjectofthi
7、sposting.SupportingIndividuals,Teams&OrganizationsinChange “Weneedtotakeindividualandcollectivelearningatworktothenextlevelifwearetomeettwenty-firstcenturychangechallenges.”(From"ImmunitytoChange"byKegan&Lahey.)Acommonthemeinourworkwithleadersistheacknowledgementthatwithoutch
8、ange,successbothpersonallyandorganizationallywillbeinjeopardy. In hi
