The notion that the primary task of leadership is to facilitate change has become axiomatic in many quarters, including boardrooms and the pages of management publications. Seminars, conferences and annual meetings all call attention to the “fact” that change is what it’s all about.
Authors and consultants pressure leaders with declarations such as:
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What we are doing today won’t be the same tomorrow.
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If we are not already changing, we need to get ready to change—now.
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Only the changed or changing will survive.
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We can’t wait; we’ll be left behind.
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The only constant is change.
And the beat goes on.
I certainly recognize the impact and reality of change, DVDs are not the same as eight track tapes; active global positioning units are not the same as hand-held maps; Bass Pro Shops are not the same as the local bait store; and computer games are not the same as monopoly boards. However, in the rhetoric of fads and fashions, it appears that we have confused the incredible advancements occurring in information technology, computerization and robotics with the essence of leadership and personal relationships.
I accept the notion that individuals and organizations need to be changing—getting better—to become more effective and efficient. Persons or companies are either getting better or are getting worse; it is impossible to stay the same. Furthermore, the tools and measurement techniques we use today are much more improved over those of the past.
I would argue, however, that the fundamentals of leadership are somewhat constant. Both research and experience have demonstrated that as we do unto our employees, so will they do unto those with whom we are engaged—whether customers, clients or constituents. In addition, the need for open and honest communication, thinking ahead and following through, collaboration, high levels of trust, visioning the future, learningfulness, and goal achievement is still real and still important.
Certainly, we as leaders need to change—especially since we ourselves may first have to change so that our employees can. The reality is that most leaders—and in my opinion, rightfully so—spend most of their time helping their followers accomplish what they want to do, more than they spend time trying to get them to act in new or different ways.