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idealog/COLENSO
Idealog.co.nz | The Transformation Issue
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HOW DO I SWITCH
LEADERSHIP STYLES
TODAY AND HOW
WILL I KNOW WHAT
MY EMPLOYEES
NEED FROM ME?WHAT ARE THE
Һ
LEADERSHIP AT
MY COMPANY
AND HOW WILL
IT IMPROVE OUR
ODDS OF SUCCESS?HOW DO I
MEASURE SUCCESS
AND WHAT SORT
OF COMMERCIAL
RESULTS CAN
I EXPECT FROM
Һ
LEADER?These are some of the questions
that our clients are asking when we
speak to them about managing the
employee experience through multi-
dimensional leadership. 3>>'££
68'6!8'&!8'@3<(38£'!&-2+-2
;8!29(381!ধ32S■Edwin Rozells is head of
transformation at Colenso BDDO.'££-2+9;@£'
At the start of the
transformation,
employees are heavily
reliant on the leader
for direction. While
employees are excited
by the possibilities of
career advancement
and more responsibility,
they are less productive- engaging in ‘pseudo-
work’ and sharing
personal stories not
directly relevant to
transformation goals to
build relationships. At
this stage, transformation
leaders must clearly
define the roles and
responsibilities of the
individual and provide
strict direction without
spending too much time
discussing and debating.
'££-2+9;@£'
With the direction set,
leaders need to be able
to switch to a selling
style. At this stage of the
transformation, negative
aspects such as the impact
of transformation on
employees’ personal life
and working conditions
start to become more
salient. Employees more
frequently disagree among
themselves about group
goals and ways of working.
The transformation
leader must request input
from employees before
deciding on his or her own
how conflict should be
resolved. At the same time,
the leader must clearly
recognize the efforts of
valued team members to
build self-esteem.!8ধ$-6!ধ2+9;@£'
The third stage of
transformation is
characterised by trust.
At this stage, employees
are committed to the
group and co-operate
willingly. They start to
appreciate the quality of
leadership and become
secure in their jobs. The
transformation leader
must now become less
directional and allow
employees to take the
lead in generating ideas
and making decisions.
Now, the transformation
leader’s role becomes one
of a coach and cheerleader- emphasizing the positive
aspects of personal growth
and career advancement
so they outweigh the
negative aspects.
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&'£'+!ধ2+9;@£'
At the final
transformation stage,
employees are at their
most effective. The
team is focused on
hitting the goals of the
transformation, and are
productive and confident.
They are appropriately
compensated and are
fulfilled personally and
professionally. Rather
than stepping away
and letting the team run
itself, transformation
leaders need to be
actively involved in
the re-alignment of the
strategic vision while
they focus on re-orienting
the transformation
roadmap and
on innovation.