Leadership and Followership.

A client was having problems and the leader was finding it difficult if not impossible to get things done.  He had a relatively clear agenda and one that should make the business more profitable.  However, the very people who stood to benefit from this were somehow just not committing to it.  Why you might ask?  It turns out that not only was there a lack of effective leadership, but there was no culture of followership.  This meant that in effect there was no emotional contract to support him.  It is one thing having a label on your door, but if you want clever people to pay any attention you have to win them over, if you don’t have the muscle to force them.  This requires a number of personal skills such as building rapport, listening and communicating in the way that the listener requires in order to ‘get’ what you are trying to sell.  You need to make a case for Change, which means taking the time to explain (not just tell) them how they too will benefit from the process. 

You don’t necessarily have to do this with everyone, but you certainly have to with those you deem to be the key players, and you need to win over enough to create the momentum to get started.

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