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In a previous post, I listed the ways a ranking officer can ruin change effort with bad behaviors.

In an even earlier post, I had mentioned that a leader may be hired with a mandate for change.

If you put the two together, you’ll realize that a key barrier to change is the current culture. Every organization evolves organically, and success may institutionalize bad behaviors with fallacious cause-and-effect conclusions. “What I am doing is leading to success, I should do more of it.”

Inevitably, things will start to fall apart, what the organization calls “good habits” turns out to be “rigor mortis.” You, and a few enlightened co-workers will realize that change is needed, and may even be eager for change.

Even if everyone knows that change is required, and is eager for change, change has to be managed. The existing culture will not make the change process any easier. The hard charging change agent (for example, the new leader) must realize that what seems like “pushback” is people preparing themselves emotionally, looking for what to do differently, and seeking validation for past efforts. Plus, the teams have to go thru a “storming” phase to strengthen the team.

Even if you’ve been hired by the CEO or Board of Directors (meaning, people at the very top have given you a mandate for change), you still have to tread carefully. A “slash and burn” approach to change will ruin your legacy and reputation.

If you have to add value in your leadership role, you have to foster relevant change. Understand the principles of change and proceed carefully.