Get access to the full “Lessons In Leadership: Transitioning from sales to leadership” webcast and more useful resources for agency leaders by joining MDRT Global Services today at mdrtgs.org/Join.
Change initiatives are filled with pivotal moments that require tactical responses. Some setbacks may be inevitable, but no roadblock need be permanent. Effective leaders anticipate obstacles and adapt to unfolding situations by making use of the strategic tools listed below.
Log in to your MDRT Global Services account here to discover more Change Management resources, including a certification course by Harvard ManageMentor®. Available for free for all MDRT Global Services members.
Three main ingredients in a mostly secret sauce.
“When you bring your authentic self, people trust you, and trust is at the heart of any successful relationship,” said Carla Harris, vice chairman of global wealth management for Morgan Stanley.
As a senior client advisor, as well as a gospel recording artist in her spare time, Harris has spent much of the pandemic drawing on her authenticity to inspire others to keep the faith.
“When we went into this shelter-in-place environment, I started hearing from leaders from all over the world, asking me questions such as ‘How do I lead in this moment?’ and ‘How do I stay engaged with my clients in this moment?’ she said. “I answered, ‘At a minimum, if you are a powerful, impactful, influential leader, you must do three things: You must be visible; you must be transparent; and you must be empathetic.’”
- Visibility is important because it projects strength during times of uncertainty. People know there is someone helming the captain’s chair during scary situations. However, Harris goes one step farther, equating visibility with accessibility. Leaders need to make time to connect with the people they lead. Harris considers meetings via technology to be a poor substitute for in-room meetings, but she nevertheless calls it a powerful and personal way to offer reassurance.
It’s a myth that successful change is imposed from the top down. It’s a myth that employees in non-leadership roles don’t know enough about the organization to propose worthwhile changes. It’s a myth that leadership bears full responsibility for failed change efforts.
According to Harvard ManageMentor, common misconceptions such as these can plague a change effort before it even begins. It’s true that leadership must be open to change, and in most cases spearhead change efforts, but it’s equally important to recognize that people at all levels can be change agents. Just the act of listening to perspectives across levels of seniority is among the most important processes of change management.Continue Reading