I was sleeping last night when I suddenly woke up at 2 am and started thinking about the first team meeting that I planned to do next morning with my newly appointed unit of operational execution. I was debating with myself of the best way of making them embrace change and achieve emotional balance. How could they achieve improvement and take ownership as leaders of the change we, as a team, wanted for our professional career and life enjoyment. How could I explain to them that is good to have problems because this would become our driver that will make us feel so uncomfortable that we would be 100% convinced of the need of change for us?
The recognised wisdom about organisational change is that we do not change people – they choose to change for their own reasons. This means the unit of change in this process is ONE. It is not about one-way briefings or team sessions – it is about the individual. This means the ‘real’ dialogue about change is about ‘What’s in it for me’ (WIIFM) and takes place in private in short structured sessions between a colleague and his/her Leader. In 2013 I interviewed Morten Mortensen, APALOC Head of Contract Management for Maersk Singapore, about how he was coaching for change leadership and checking the temperature of employee response to change.
Executive Presence is about conveying a leadership image that commands respect and attention from others. Leaders who display this know how to react when confronted with challenging situations. They are calm and measured. Passionate yet deliberate. Engaging and focussed. They inspire their peers and subordinates. They are in control of themselves and assert their intentions. How does a leader achieve this presence or gravitas?
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