and leadership through change, are foremost concerns of
Leading, Not Managing
The amount of
change in organizations has grown tremendously in the past, and the rate of change will only accelerate in the
Twenty-first century business change must
overcome overmanaged and underled cultures. Because management deals mostly
with the status quo and leadership deals mostly with change, we are going to have to try to become much more skilled at creating
Granted, managing change is
important. Competent management is required to keep change efforts on track.
But for most organizations, the much bigger challenge is
leading change. Only
leadership can blast through the many sources of
motivate the actions
needed to alter behavior in any significant way. Only
leadership can get
change to stick, by anchoring it in the very
culture of the organization.
Kotter advises those who would
implement change to foster a sense of urgency within the organization. "A
higher rate of urgency does not imply everpresent panic, anxiety, or fear.
It means a state in which complacency is virtually absent.“
Leadership, John P. Kotter
stresses cannot be confined to one larger-than-life individual who charms
thousands into being obedient followers. Modern organizations are far too
complex to be transformed by a single giant. The leadership effort must have
support from many people who assist the leadership agenda within their
sphere of activity.