Optimize the power of inclusive relationships.
Using (fMRI) equipment, researchers found that when someone feels excluded there is corresponding activity in the dorsal portion of the anterior cingulate cortex — the neural region involved in the “suffering” component of pain. In other words, the feeling of being excluded provokes the same sort of reaction in the brain that physical pain might cause. The new change-leadership fundamentals emphasize inclusive and collaborative relationships. Social networks – those ties among individuals that are based on mutual trust, shared work experiences, and personal connections are the foundation for organizational success. Anything you as a leader can do to nurture these mutually rewarding relationships will also enhance the change readiness within your team and throughout your organization.
The biggest difference I’ve seen in the requirements for change leadership is a result of the shift from “the change” to “constant change” – and this is more than just semantics. Many leaders have become proficient in managing the occasional (or annual) large-scale transformation. But managers today are facing a flood of continuous, overlapping, and accelerating change that has turned their organizations upside down. And managing people in this environment requires all the communication and leadership strategies we learned in the past – and then some.
Carol Kinsey Goman, Ph.D., is an international keynote speaker and leadership presence coach. She’s the author of “The Silent Language of Leaders: How Body Language Can Help – or Hurt How You Lead” and creator of LinkedInLearning’s video series: “Body Language for Leaders.” For more information, visit https://CarolKinseyGoman.com