The power of leadership.

For change to happen, we need to develop the forces of leadership that are greater than the forces of resistance. To change other peope we must change ourself first!

1. Visionary leadership
This powerful force of leadership calls for creating a compelling vision to inspire people to change. The vision should be dynamic and stimulate a sense of challenge and a deep sense of pride for people to achieve it. It should create possibilities and provide a clear picture of what the future will be like once this vision is achieved, a future which everyone has a stake in. Including non-monetary `value goals' in a vision can be very fulfilling, if they bring tremendous pride to individuals and the organisation.

An example of a value goal would be: `To be recognised as the No 1 in customer service in the industry.' Tying the change programme to a compelling and dynamic vision will certainly provide more meaning and purpose to what people do in their work.

2. Communicative leadership
Leaders should communicate the vision of the change and its implications on that day-to-day work of those involved. The rationale, goals and benefits of change should be explained in detail to the people so that they are convinced of the need for it and know how they can play their respective roles in implementing the change.

Leaders must communicate the importance of the roles each of the staff plays and how, together, they will achieve the change objectives. There must be `change agents' who are trained and who can coach people to undertake the change in line with the vision.

3. Persuasive leadership
This force of leadership calls for managers to sell the vision and change programme to the people involved. Managers cannot take for granted that people will see the benefits of the change clearly and therefore accept the change immediately.

Persuasive leadership requires managers to sell not only the change programmes, but also their analyses, conclusions, recommendations, enthusiasm, credibility, commitment and track record. They should convince people of the benefits and the rewards of the change rather than force the change on people. Persuasive leaders help people see opportunities within difficulties and convince people that the benefits of change outweigh the costs.

4. Participatory leadership
Participatory leadership requires managers to open themselves up to allow others to be involved in the change process. Such leaders encourage people to question their assumptions. They allow people to air their concerns and fears and take time to address them. Involving people from the planning to the implementing and monitoring of the change will help improve the change programme as well as the implementation process. Participatory leaders win the commitment of people by involving them in decision-making and giving them a share of the action in the organisation.

5. Supportive leadership
To overcome resistance to change, managers need to exert this force of leadership by giving support all the way in the change process. This involves providing the necessary resources as well as moral support and encouragement that are so needed in times of change and difficulties.
Providing channels for people to go for assistance whenever they need help will certainly reduce the resistance to change. Supportive leaders do not run away from problems; they meet them head-on and work as a team to solve them.

6. Risk-taking leadership
To encourage people to change, managers need to allow people to take risks. Taking risks mean that there will be occasions where mistakes are made.

To create a safe environment for people to take risks, managers need to protect those who genuinely put in their best effort but failed. Managers should not be too quick to penalise people for their mistakes. They should instead encourage self-corrective measures whereby people can continue to learn, improve and grow within the organisation.

7. Motivating leadership
To encourage change, managers need to come up with attractive rewards that tie in with the efforts and results of change. In this respect, managers should use both intrinsic as well as extrinsic rewards.

Intrinsic rewards include providing people with a sense of achievement, a sense of pride and due recognition with respect to the efforts they put in and the results they achieve. Extrinsic rewards, such as monetary rewards, should be tied to the positive performances resulting from change. It is the role of managers to stand up for their people and reward those who have helped the organisation achieve successful change.