Organisational leaders face many challenges as they work to drive change and innovation in their organisations. They are often responsible for directing their organisations through periods of transformational change, which can sometimes falter and, worse, edges towards falling entirely apart. So how do they sow the seeds of hope to galvanise people around a shared vision for success?

In brief

• When transformation falters, staying focused on the vision and remaining optimistic about the potential for success is essential. 

• By reconnecting with the vision and acknowledging and reframing the setbacks, transformation leaders can successfully set themselves up to effectively reset and rapidly build momentum among critical stakeholders. 

• To sow the seeds of hope and to galvanise people around a shared vision, transformation leaders must creatively foster a sense of community, manage fear and frustration, empower people to collaborate.
  
  

I was 15 years old when I read the late Chinua Achebe's classic "Things Fall Apart". I still remember how transfixed I was when I read it – it was a masterpiece and still is. First published in 1958, "Things Fall Apart" is set in Nigeria and follows the life of Okonkwo, a wealthy and respected leader in the Igbo tribe, who struggles to adapt to the changing cultural landscape brought about by the arrival of European missionaries and colonialism. Okonkwo was an immensely proud and traditional man who highly esteemed his community's customs and beliefs.

However, Okonkwo was often associated with violence and aggressive behaviour. And his reputation for his hot temper preceded him. His violent tendencies led to his exile from the community, and many people in the village were afraid of him.

A local wrestling champion, Okonkwo, realised with despair that his village was falling apart upon his return from exile. Despite his good intentions and efforts to lead his tribespeople to course correct what he viewed as a wrong direction of travel, Okonkwo meets resistance from his people due to his violent reputation, strict adherence to tradition, and the divide within the community over the introduction of Christianity and European ways. Okonkwo's obsessive focus on success, his rejection of anything he perceived as weak, his inability to adapt to changing times, and the consequences of his ethical lapse led to his downfall.

That was almost seven decades ago. Now fast-forward to 2023. 

Challenges of today’s transformation leaders

While Okonkwo's challenges, as brilliantly depicted in 'Things Fall Apart', are different from the challenges of today's leader, there is a common denominator at play - THINGS FALL APART. 

Today's leaders face many challenges - from managing complexity to managing resistance to change, balancing short-term and long-term transformational goals to keeping up with technology, building a culture of innovation, and managing increasingly changing stakeholder needs. They are also often responsible for directing their organisations through periods of transformational change. However, the nature and complexity of many of these transformational change initiatives mean we expect the transformation to falter at various stages of its implementation without it completely falling apart. 

And while some of the challenges are because of poor planning and shortfalls in leadership, others are of unplanned external factors. For instance, the ongoing chip shortage and its corresponding ripple effect on digital transformations across industries have led to high costs, delays, and supply chain disruptions. As a result, transformation leaders in these industries must now deal with over-budget and over-run transformations while managing staff and customer fears and frustrations.

To manage these faltering transformations and avoid them falling apart, transformation leaders must learn from the lessons of Okonkwo's experiences. And that starts with them learning how to sow the seeds of hope to galvanise people around a shared vision.

Sowing the seeds of hope when transformation falters

'Hope is not a strategy'. That was the former governor of Massachusetts, the Republican Party's nominee for president in the 2012 U.S. presidential election, and now the junior United States senator from Utah. However, the phrase has been widely used in various contexts beyond politics, including business and personal development, to emphasise the importance of acting and being proactive to achieve one's goals. And while I agree with that phrase, hope can sometimes be the only thing between one completely falling apart and hanging on to fight another day. 

In my experience working with organisations that do transformation well, when things begin to falter - and that is normal - hope, when harnessed correctly, can be a trustworthy source of motivation to galvanise people around a shared vision for success. Here are a few ways you can achieve that:

01. Acknowledge and reframe the setback.

Acknowledging setbacks and transparency are crucial when things begin to fall apart in transformation. The last thing you want as a leader is for the people around you to think you are aloof or hide the reality from them. So, start by demonstrating that you understand the challenges confronting the transformation and are open to discussing the challenges with them. Doing so will help people understand that setbacks are a natural part of the transformation lifecycle and that a path exists to bring the transformation back on track. Then, in your communications and face-to-face deliberations, focus on reframing the setup from "this is a lost cause" to "this is an opportunity for a silver lining".

02. Reconnect with the vision.

Remind people of the purpose and vision behind the transformation by revisiting the goals of the transformation. Doing so is a significant step as it helps people see the bigger picture, refocus on the results, and ignite their passion for the transformation.

By reconnecting with the vision, you are also resetting how to lead – that is, how to communicate the vision, and how you exemplify the vision. What you say, how you say it and when you say it makes a difference to how people perceive the transformation. In addition, how you back up what you say with tangible actions demonstrates to people your optimism, resilience, and commitment to the transformation. Doing so is crucial because it helps inspire others to do the same and can create a culture of commitment and determination.

04. Build momentum at the grassroots level to empower people to act.

When transformation falters, people are likely to sink into decrepitude. To arrest this trend, you must build momentum at all levels of the organisation, most notably at the grassroots level. Although, sometimes, people may feel helpless in the face of transformational challenges, empowering them to act can help build their confidence and motivation and ultimately be the anchor for building momentum. Consider building momentum for change through change champions networks. 

In my North Sakara Insight, Change Champions Networks: How to drive end-user adoption at the grassroots level, I articulate a 6-step framework for setting up a Change Champions Network. Change Champions are the people closest to how the end users perceive change and usually have first-hand knowledge of the barriers to adoption. Importantly, change champions can build a sense of community within an organisation by fostering a culture of collaboration and shared purpose. They also help facilitate communication, encourage participation, and help build trust within the organisation. 

Building momentum also requires keeping people in the know. Keep communication channels open and provide regular updates on progress. Doing so can help people stay engaged and motivated and can also help build trust. 

05. Rapidly build capabilities to help bring the transformation back on track.

Some contributory factors to a faltering transformation are inadequate skills in the transformation team, inefficiencies, lack of effectiveness in the processes and workflows, and the organisation’s inability to adapt to rapidly changing technologies. Building capabilities can help address any skills gaps hindering the transformation. Capability building may also involve implementing new technologies or tools, streamlining existing processes, and redesigning workflows. Doing so will improve the transformation’s agility and ability to adapt to changing circumstances.

06. Provide support and encourage feedback.

Encouraging feedback can be a powerful tool to help support and sustain a faltering transformation. It can boost the morale of people involved in the transformation process. Doing so can be particularly important if progress has been slow or if there have been setbacks. In addition, encouraging feedback can help identify areas where your team has progressed, even if the transformation falters. Overall, encouraging feedback from people involved in a faltering transformation can be a powerful tool for maintaining momentum, building confidence, and achieving the desired outcome.

Additionally, evaluate the existing support systems. Although insufficient support may have contributed to the faltering transformation, you may need to provide additional support to navigate the challenges and uncertainties. For example, providing access to training, coaching, and other resources can help people build their skills and knowledge and overcome obstacles more effectively. In addition, it encourages open communication and provides opportunities for feedback and dialogue.

07. Be prepared to bring in transformation assurance consultants

Transformation assurance consultants can play a crucial role in helping a faltering transformation in several ways. First, when transformation begins to falter, objectivity is crucial. Transformation assurance consultants provide an objective and independent assessment of the transformation process. As a result, they can identify weaknesses and areas that require improvement without bias, which can be difficult for internal teams. In addition, transformation assurance consultants typically come with best practices from various organizations and industries. As a result, they can provide insights into best practices and how to implement them, which can help the organization streamline its transformation process.

Furthermore, transformation assurance consultants bring credibility to the transformation process. Their reports can build trust with stakeholders, investors, and customers, which can help the organization to maintain its reputation during the transformation process. 

The most crucial point is that transformation assurance consultants' impact in sowing the seeds of hope in a faltering transformation depends on how you involve people in the assurance process. So, ensure the transformation assurance consultants have enough time with people involved in the transformation so that the auditors can reflect their voices in the final assurance report.

08. Consider business or executive coaching.

Business and executive coaching can be a powerful tool to help a transformation leader bring a faltering transformation back on track. A business or executive coach can provide an objective perspective on the transformation process. They can help the transformation leader identify weaknesses and develop strategies to address them. In addition, a business or executive coach can help the transformation leader develop their leadership, communication, and emotional intelligence skills. Doing so can help the leader to inspire their team and maintain a positive attitude during a challenging transformation.

We often speak about the need for leaders to hold their subordinates accountable for their work. But who is holding the leaders to account? Yes, the Transformation Board always uploads the standards required to run the transformation. However, a business or executive coach has the potential to do much more - like holding them accountable for their actions and progress towards their goals. Doing so can help the leader stay on track and focused on achieving the transformation objectives.

And finally, but most importantly, we must also remember that the toll of managing a transformation can sometimes affect a transformation manager’s mental health. A business or executive coach can emotionally support the transformation leader, who may feel overwhelmed or stressed. The coach can help the leader to develop coping strategies and maintain their focus on the transformation process.

Business or executive coaching can effectively support a transformation leader and help them bring a faltering transformation back on track. By providing an objective perspective, personal development, emotional support, accountability, and skill development, a business or executive coach can help the leader to overcome challenges and achieve their transformation objectives.

09. Celebrate small wins but avoid declaring all-out victories.

Even if the transformation has faltered, significant headlines that paint a bleak picture can overshadow progress and successes. Instead, work closely with your communications team, change champions, and managers to highlight the small wins. Then, celebrate these accomplishments to help people stay motivated and optimistic. However, while celebrating the wins, avoid declaring all-out victories, as doing so could alienate others who may still be feeling much pain from the faltering transformation. Be careful not to derail the momentum you have built up to this point, so whiles you celebrate small wins, be transparent about the hard road ahead.

In Summary:

• When things fall apart in transformation, it is possible to sow the seeds of hope to galvanise people around a shared vision for success. 

• Continue to stay committed to the vision, acknowledge and be transparent about the challenges. 

• As a transformation leader, remember it is your duty to remind people that transformation is a journey, and setbacks are a natural part of the process.

• And above all, protect your mental health and ask for help when you need it.
  
  

How North Sakara can help you

North Sakara's approach begins with working with our clients to establish clarity of purpose for their transformation journey. 

We apply common sense design thinking principles, expertise, data-driven insights, tools, frameworks, and methodologies from our proprietary platform, the changeportal.io®, to better understand the expected ROI of transformations for our clients, their people, customers, shareholders, and society.