Best senior executives no longer like captains on bridge

By Jeff Crawford

Technology, global competition and changes in public policy are reshaping our lives at work and requiring senior managers to rethink their approach to leadership.

Thinking of a chief executive or senior manager as the captain on the bridge might be a metaphor that has outlived its usefulness. Leading through change is not about solely setting a course and issuing orders.

In a recent book, "Navigating Change," David Nadler and Jeff Heilpern outline three basic roles for senior managers who are leading an organization through change: envisioning, energizing and enabling.

Envisioning means articulating and communicating the organization's vision. It entails making a convincing case for the need for change and painting an easily understandable picture of the future. This vision should be achievable as well as something employees can pin their hopes on. Communicating this vision early on is critical; repetition is key.

As the change progresses, and most employees understand how their interests align with the vision and how their work will be affected, leaders should adopt the role of energizing.

To do this, the leaders need to act in ways that employees find inspirational and motivating. Most concede that it takes more than a great manager to motivate individuals. However, we all have experiences in which we have seen how arousing team spirit, energy and excitement leads to greater achievement. Specific actions might include openly demonstrating a sense of excitement, conveying confidence in the organization's ability to meet the challenges before it, and highlighting examples of employee success.

Enabling frequently is the most difficult role for senior managers to assume. Enabling means to convey to employees the confidence, resources and authority necessary to work toward goals. Relinquishing authority may be especially difficult for leaders with a more traditional mindset, but it usually is crucial to realizing increased productivity. Enabling is most often offered to innovative individuals or groups of employees who understand the vision and have embraced the necessary changes.

Nadler and Heilpern acknowledge that much of the leadership around change occurs well before any change initiative is announced. But understanding the roles that leaders can play to facilitate change may lessen the pain.

Jeffrey C. Crawford, a management development consultant, operates Executive Assessment & Development in Kailua. You can write to him c/o the Business Section, The Honolulu Advertiser, P.O. Box 3110, Honolulu, HI 96802, or by e-mail at ExecDevelopment@usa.net.