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Leadership and Commitment
Simon: Most people would recognise that leadership is key in the success of an organisation's transformation. It seems obvious. So why is it so often overlooked? Well, firstly, building leadership and commitment is hard. People don't appreciate just how much dedicated time and effort it takes. Also, it's the least tangible element of transformation so it's hard to know if you've got it right.
Vicki: Secondly, leaders are often unclear on what's expected of them or not used to delivering a transformation. Transformation requires a different type of leadership. Breaking down organisational silos, overcoming resistance to change, helping people deal with ambiguity and uncertainty, and the list goes on. And some leaders aren't clear on how to do this and feel that asking for help is a weakness.
Simon: And finally beyond this, there are many factors at play that can dissuade individual leaders from truly throwing their weight behind the transformation. For example, enormous business as usual demands, different departmental priorities, and sometimes a member of the leadership doesn't really believe in the transformation. So, given it can be so hard, what can you do about it? The first and the most important point is to consciously invest that time and effort in building a genuine commitment to the transformation. To do this, involve as many of your leaders as you can in shaping the transformation. Don't view this as a one-off event. Building genuine understanding and ownership will require ongoing effort.
Vicki: Secondly, invest in developing all of your leaders, not just the senior leadership team. Not all leaders will have been through a big transformation before, so it's important they are clear on what to do, how to do it, and the behaviours that they need to role model. Thirdly, actively face into the difficult discussions that need to take place. Ask yourself: ‘Do we have the right people in leadership positions? Do we have the level of leadership commitment we need? Are we providing sufficient clarity of direction to our people?’
Simon: And if the answer to any of these and other difficult leadership questions is ‘no’, and in many cases it will be, don't shy away from them. Because if you can get this right, delivering your transformation will become so much easier.
Transformation bites: answers to questions clients often ask
How can I make transformation real for everyone?
Sandy: The temptation is to engage people in your organisation only when you feel you have all the answers, the braver and more effective thing to do is to communicate early and honestly. Give people a voice in that transformation. Involve them from the start in a meaningful way to get them on board to provide their support and wider engagement. We've seen that some of the best ideas can come from the more junior members of the team. As you're communicating and engaging. Make sure the transformation is brought to life for each individual, so that they understand how it impacts them and their teams. Explain the reasons and the benefits for the future and illustrate what role they will play. When you're on a transformation journey. There is no such thing as over engagement or over communication, the more the better.
How can my leaders create the headspace for transformation?
Chris: Leaders will not have the headspace for transformation, unless it's a real priority for them. There are some practical things you can do to help with this. For example, aligning individual leaders incentives and objectives. Make some tough decisions over what activities need to be changed or even stopped to make room for the transformation, reassign business as usual responsibilities to free up time. However, fundamentally, leaders need to truly believe in the ambition, the objectives and the outcomes that the transformation will deliver. This requires dedicated time and discussing debating and shaping the transformation so they can lead and commit to it.
How can I ensure leadership alignment on goals and accountability?
Christian: When you start a big important transformation programme, it's crucial that the leadership team come together as a real team working to a common goal. Each leader must personally commit to investing the necessary time, having a clear role and having an incentive to deliver. The leaders must be prepared for the difficult days and the bumps that will happen along the way. These programmes are hard, and it's very likely that some difficult decisions and trade-offs will need to be made. That is absolutely normal, but it's so much more effective when leaders genuinely support each other and allow their teams to focus on delivering the programme.
How do I break down organisational silos and focus collective resources on the right priorities?
Mark: Rather than thinking of breaking down silos, look at it from the other direction. Creating an environment that fosters collaboration and co-working. Three things are important. Firstly, a shared goal. Making sure people are clear why they're working together and encouraging them to proactively share information. Secondly, team connections. The best teams work when there are personal relationships and trust. This doesn't happen naturally. You need to dedicate time and effort to build this. Finally, providing clarity over how decisions will get made in a way that empowers people. Creating this sort of environment will bring the whole organisation together to drive the transformation forward.
How do I empower teams to make better decisions and foster innovation?
Mike: Do you want to be a good leader? If so, you should rely heavily on what you already know from leading everyday business with your clients. It's important that you create an environment of transparency and collaboration so your team feels empowered to come up with thought-provoking ideas. Couple this environment with your goals for transformation, so it becomes crystal clear what you are trying to achieve. If you're able to set up a team in this way, it will allow you to focus on deepening these core leadership skills, ultimately passing them down to create future leaders over transformation.
Our transformation consultants
All of our people are experienced transformation specialists. Meet some of the team.
Consciously invest time and effort in building a genuine commitment to transformation. It’s not just a one-off event.”
Simon Close
Partner, US
I’m proud of our ways of working that allow us to stay true to our values – doing the right thing for our clients and our people.
Be proactive on the difficult discussions needed around the right leaders, the level of commitment, and sufficient clarity of direction.”
Vicki Doe
Consultant, UK
The projects I enjoy the most are the ones that are complex and people-orientated, and which offer challenging work alongside a great team.
Create an environment of transparency and collaboration, so your team feels empowered to come up with thought-provoking ideas to achieve your transformation goals.”
Mike Muzinic
Consultant, US
I am very passionate about problem solving, critical thinking, technology transformation, helping my clients, and developing deep, meaningful, and long-lasting connections.
Make sure people are clear why they’re working together and encourage them to proactively share information. Team connections and trust require dedicated time and effort to build.”
Mark Stafford
Partner, UK
As a qualified business coach, I draw on my coaching skills in my day-to-day work both with clients and within Berkeley, helping me get the best out of people and teams.
