Leading change post pandemic: belonging
Recent research reveals that creating a sense of belonging and collective loyalty is necessary for leadership success, risk-taking and innovation. Deborah Rowland and Paul Pivcevic explain the four ingredients leaders need for success: inner capacities, external practices, change approaches and ordering forces.
How was it, despite the warnings of a ‘turnover tsunami’ that at least 1 in 4 people left their jobs last year? Costs were estimated at £16.9 billion in UK and Ireland alone. Covid churn aside, what could leaders be missing? Could such turnover mean people realised they didn’t feel they belonged any more?
Coming out of the pandemic we have had a 2-year lesson in change management, including a fast track into the digital age. Will its leadership lessons be heeded?
Our most recent research into the successful leadership of large scale complex change, pinpointed a vital ingredient omnipresent in all human systems: our fundamental need to belong – to feel secure, included and part of something significant. If you feel you belong, loyalty follows, and with that the permission for risk-taking and innovation. On its own, leaders attending to the need to belong strengthens a system, but when they can weave this behaviour into the alchemy of practices we call ‘Change Vitality’, such attention takes on a crucial role in helping systems move into new futures.
Συνέχεια εδώ
Πηγή: blogs.lse.ac.uk
