When starting to work on developing a destination up to a 3.0 model, most executives are likely to have a Reactive mindset. Reactive leaders are programmed to perpetuate the current reality, thriving within the established system in accordance with the established rules to meet the standardized expectations of the cultural environment. This mindset is obviously not prepared to drive change. In their transition to the Creative mind, they start to think by themselves, feeling free to decide and depict their own vision and purpose. This creative capacity is what empowers them to lead the change. In the transition from the Creative towards the Integral mind, the leader develops the capacity to make the organization capable of integrating all the stakeholders, caring for the sustainability and common good to the largest extent.
According to the Leadership Circle Profile, the Change leader should follow a servant leadership approach, listening, understanding and caring for the organisation’s members’ personal and professional development. The culture change process consists mainly on shifting the focus on problems, threats and reactions –Reactive- towards a focus on vision, passion, purpose and action inspired from the Creative mind. This is implemented by identifying the main Reactive features to reduce (Controlling, Protecting, and Complying) and developing Creative competencies (Relating, Self-Awareness, Authenticity, Systems Awareness, and Achieving).
This new focus consists of building relationships and making the others realize that we have to work as a team and rely on each other to overcome the coming challenges. During the leader’s transition from the Reactive to the Creative mind, the team members can observe this progression and get inspired to follow the same process. At the moment when there is a critical mass of people who have experienced this transformation, it can be taken for certain that the changes can be sustained and the Creative stage is consolidated.
On the McKinsey Quarterly issue about Developing Better Change Leaders, there are highlighted a series of important change leadership practices:
Tie change leadership to business goals. There is no better challenge than a high-priority business initiative for executives to develop new change leadership skills. This is a way to develop both the leaders’ and the organisation’s capabilities at the same time.
Master personal behavior change. It is necessary for leaders to understand how their mindset and behaviors can propel or hinder the culture change process. Their mindset and behavior are essential to influencing the organization members.
Show highly visible sponsorship. Most of the successful organizational transformations have had sponsors who were highly active and visible in their role to build alignment among other leaders on the change effort and support them along the journey.
Create networks of change agents. This is to gather a representative share of all types of stakeholders that are affected by the change process, in order to obtain insights from all players and engage them in the process, to make it more comprehensive.
Involve employees in the transformation journey. Team members’ engagement has to be achieved first through the emotional appeal to effectively arouse their will. Only then the intellectual arguments that appeal to their rationality can be assumed.
This article is from the Whitepaper “Building a culture of collaboration and innovation”, written by Jordi Pera, Founder and CEO at Envisioning Tourism 3.0 Ltd. You can download for free the full Whitepaper at http://www.envisioningtourism.com/whitepapers