In our last article we discussed the various models of leadership and how critical it is for leaders not only to know how to do things effectively but also facilitate, train and coach others in doing so. This article discusses the word “transformation”, which has become very popular in the past few years. We talk about overall Organizational Transformation as well as Digital and Structural Transformation. There is also increasing interest in Transformational Leadership as a way of ensuring organizational success.
We need go back to the Latin root to understand the origin of the word. “Transform” comes from the Latin “transformare”, meaning a “change in shape or a metamorphose”: it’s from “trans”, for “across” or “beyond” and “formare”, “to form”. What’s important in this root is the word “change”. When we transform something, we are seeking to change its shape, probably not overnight but over time. So, when the corporate Board of Directors gets together to discuss the content of a Strategic Plan, they vision ahead a number of years to where they want the enterprise to be; they then establish the gap and establish the means to make the necessary changes to bridge that gap. They are moving the organization from “Heresville” to “Theresville”.
Thus, transformation is viewing change in a wholistic fashion: we are trying to transform an organization, or parts of it, into something different than what it is now. There are steps to go through that are planned ahead of time; and because there are steps, every transformation or change is inevitably a process. If there is something that we have all learned in working in and with organizations, it is that a process needs leadership to succeed.
We are back full circle to the need for effective Process Leadership in an organization. It can be called Transformational Leadership or Change Leadership but the fact remains that both transforming the organization or changing it involves steps that are part of an overall process. To lead this process, the organization needs people that understand the nature of transformation and change: they have acquired the skills to lead groups of people through work sessions that contribute to the process; they coach individuals who need it; they provide training to teams of change agents; and generally, they place themselves at the front end of a parade that leads to the end goal.
Process Leaders can come from anywhere and are not bound by the hierarchical organization. You will find them all through the ranks of the organization. In fact, they need to be where they are the most needed. You may have a line supervisor acting as a Process Leader just as much as you may have a senior executive doing so. Seeding the organization with Process Leaders who can show their peers how to do things effectively at each level is the best way to smooth the path of any transformation or change.
As is so clear from recent events, when at war, top-ranking generals plan and execute entire campaigns; however, ultimate success still resides with the ground troops who must perform consistently and brilliantly for battles to be won.
