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I moderated a discussion during the Leadership Forum in an unconference session at Autodesk University last week. This change-centric approach, which applies concepts of change psychology to the selling process, is an important evolution in selling theory.
A leader has to address those often unconscious and unexpressed fears along the way in order to help people keep them under control. Leading your people through change and managing the whole messy business By convention we speak of change a€?managementa€? but the reality is that change involves leadership as well as management. In 1996, John Kotter rocked the business world with his international bestseller, Leading Change.
In fact, without the right culture, the 8 steps can cause more damage than if you had never followed it. Any military commander can tell you there’s a well-crafted battle plan, and then there’s what actually happens on the battlefield.
Basic behavioral psychology shows us that unless a change is universally positive, it will produce an emotional response. And where does an 8-point strategic plan include the space to process the emotions of grief?
Kotter’s plan makes us feel comfortable because we think that we simply have to follow 8 steps in sequential order and then we’ll have our new initiative in place.
One of the most insidious beliefs in corporate management is that we can make people do things. People can drag their feet in all kinds of ways, from being unproductive to outright sabotage.
And if you don’t have strong people you believe in, then you have a much bigger problem than any new initiative. Clearly, one of the biggest challenges facing organizations today is implementing change effectively. A widely accepted mindset is based on two assumptions: that behavior and changes in behavior can be planned and that processes can be consistent and controlled. Perhaps this is because typical leadership development builds leaders’ capability to solve problems – not on their ability to deal with ambiguity, paradoxes, and dilemmas.
I recently collaborated in an international research study to explore the question, “What makes change work?” Thirty leaders in 30 organizations were asked to tell their stories about both successful and unsuccessful changes. Sets boundaries and rules so people know expectations of the work as well as values and behaviors. Makes it safe to say risky things and have “hard conversations” via empathy and high-quality dialogue skills.

Results of our study revealed that the combination of these practices explained around 50% of the variance in change success. Much of what we “know” about effective leadership could actually be inhibiting our ability to make change happen. This study was led by Malcolm Higgs, professor at University of Southampton School of Management and Transcend Consulting. Need an insightful, interactive experience for your team, department meeting or conference?
Stepping up to the challenges that await you as a BIM Leader is a healthy change we can all take boldly. Understanding that the role of a leader is to inspire, this can happen at all levels of an organization – not just the BIM Manager. It operates on the premise that salespeople create the most value when they help customers achieve their goals. The Change Leadership Framework® was created, therefore, to capture key concepts in the psychology of change and to describe a process for leading change in people and organizations.
Over the last 20 years top sales professionals have been taught to uncover the customer’s problem, define a solution, and discover the benefits of solving the problem—a reactive process that, today, occurs more and more frequently over the Internet, thereby devaluing the role of the salesperson. Leadership styles matter, as the primary causes of failure in change initiatives are all people related, and to do with emotions. So what happens if soldiers are handed the plan without the skills or resources to deal with the inevitable situation when the train goes off the rails?  They’re dead in the water.
It will provoke denial, anger, resistance, and avoidance before it finally turns to acceptance.
It makes no sense, unless one is so focused on the future that they want to forget the past.  That may seem like a good intention, but letting pain remain unprocessed is the equivalent of telling someone in a hospital bed to just get up. Your people will have lost faith in you, and the board will want to replace you with someone who can “drive it through.” But there was nothing wrong with your leadership. But if you have strong people who care about your company, what might happen if you set them free?
After analyzing 70 such stories, we identified four leadership behavior types, which we then related to the relative success of the change initiatives.
We also found that traditional leader-centric behaviors (problem-solving, etc.) were associated with failed change attempts. If our study results are supported by others, we need to learn how to develop leaders who can make change happen effectively. To learn more about this research and guidance on developing effective practices, see Sustaining Change: Leadership that Works by Deborah Rowland and Malcolm Higgs (Jossey Bass, 2008).

You can be seen by your fellow project team members as much more than simply a model manager.
Participation was rather lively, and many who attended approached me afterwards with kind words. To preserve their value and prevent their company’s products from becoming low-margin commodities, salespeople must proactively create value by leading the changes necessary to unlock customer value. So change leadership requires some very special qualities in the person[s] leading the change. This is more to do with a€?beinga€? than a€?doinga€?. That’s what happens and that’s why most transformational efforts either fail or simply have luke warm results. We know that change implementation is one of the most important roles of leadership, so the combination of these two points suggests that we should question what we’ve learned about leadership in wrestling with the challenges of change.
But research on change failure shows that little emphasis is placed on the importance of the change leaders’ role, while a major cause of change failure can be attributed to the failure of leaders. Therefore, we should be training leaders to practice all these behaviors to succeed in leading change. Perhaps it’s time to forget what we think we know about leadership and explore its nature in a new way.
As a project BIM Leader, you must demonstrate the ability to effectively lead strategy, not just technology for successful adoption of a true-BIM workflow. For those who would like to see the summarized notes, helpfully taken by Jason Grant on his iPad using my favorite new app SoundNote, you may download them from the links below. What you do, and how you do it will be largely determined by how you are as a person. Change is an emotional business. The 8 steps are an attempt to process people like they are part of a linear supply chain management procedure. Of the many leaders we can look to as good examples, Gandhi comes closest to expressing how we now need to think: The most powerful legacy in life is to enable others, to let them be the best they can be. The beauty of the aforementioned app is the notes are timestamped and associated with the audio. The failure to address the human impacts of change is at the root of most failed change initiatives. Now, audio recorded even with the best equipment in a large room renders less clear commentary, so I provide with hesitation.

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