| Leading at the best of times is challenging. In the | | | | making change. Let's face it, most people don't like |
| current economic climate, many businesses and those | | | | change. They may even go to extreme lengths to |
| that lead them are being challenged to an even | | | | resist or avoid it. They will look to rationalise their |
| greater extent to keep delivering results. | | | | behaviours and actions by focusing on the |
| For many, carrying on doing the same thing is quite | | | | circumstances. While this is all understandable, it is vital |
| simply no longer an option. For example, the support of | | | | that as a leader you: |
| government in the financial services industry in the UK | | | | 1. Explain in very clear and simple terms the current |
| and just recently the car industry in the US, changes | | | | situation. |
| things significantly. Government and more importantly | | | | 2. Outline the likely consequences for the organisation |
| tax payers become major stakeholders in the | | | | and individuals of doing nothing. |
| business in many ways. With support from | | | | 3. Set out what you believe needs to happen and by |
| government there are generally conditions that have to | | | | when to address the situation. |
| be met. | | | | 4. Get support from a sufficiently large cohort of the |
| In most change situations, the biggest barrier is not | | | | workforce and their representatives, where |
| about process or project management. It is about | | | | appropriate. |
| getting others to see the need for and importance of | | | | |