Emergent Organizational Development and Emergent Change® (EODC®) , Emergent Organizational Development® (EOD®) and Emergent Change® are under registered trademark, 2017. All writings are considered under copyright as per The Institute For Emergent Organizational Development and Emergent Change®, Patrick Trottier and Associates. Written permission is required.(The Paris Convention for the Protection of Industrial Property. As of January 2019, the Convention has 177 contracting member countries).
© By Patrick A. Trottier
As organizations move into the 21st Century, Leadership must itself transform itself as organizations today are facing a significant increase in the rate of change, novel technologies as well as greater complexities related to the opportunities and challenges people and organizations face.
Understanding and creating an organization that works naturally ‘with change’ (not ‘manage change’) is key to an organization’s viability and vitality – and maybe its very existence.
To Realize What The Challenge Is For Leadership, Let’s Look At Why CEOs Get Fired
Below is a landmark study that identifies the key reasons why CEOs and Sr. Management get fired. It also identifies what really matters to organizations in the 21st Century as they seek to change from the old ways of their ancient hierarchical structures in order to meet the new complexities and challenges of our modern times.
Leadership Styles Are Often Why CEOs Get Fired
A landmark study by: Mark Murphy,Forbes
“It’s a long-held belief that CEOs get fired (or forced to resign or retire under pressure) because of “current financial performance. But one of my (Mark Murphy) past studies found that’s wrong.
My team and I interviewed 1,087 board members from 286 organizations that fired, or otherwise forced out, their chief executive. And we found that most CEOs get fired for “soft issues”.
Thirty-one percent of CEOs got fired for poor change management, 28% for ignoring customers, 27% for tolerating low performers, 23% for denying reality and 22% for too much talk and not enough action.”
“It’s important for CEOs to understand both their own leadership style and the leadership styles that work best in their organization’s culture. Because if there’s not a great fit, the CEO could be in real trouble”, states Mark Murphy .
Thus, the ‘fit’ between Leadership style, competencies, ‘relatability’ and current culture is critical to begin to move toward another way of leading.
Taking the findings of this study a bit further, even more critical (IMHumbleO), is how people relate to the CEO / Sr. Management in the current culture, their abilities / inabilities to continually transform the current culture / organization, and their abilities and competencies (or lack thereof) to manifest the emerging culture.
Thus, effective and relatable Sr. Leaders need to be able to walk that fine line between ‘current’ and ‘the emerging culture’, and be personally relatable in both.
In addition, in this cornerstone research, one statement kept my attention:
“Thirty-one percent of CEOs got fired for poor ‘change management’“
Hmmmmmm… just thinking here…
Do leaders need to ‘manage change’, or do they need to be able to ‘manifest change’?
To manifest: to show, influence (a quality or feeling) by one’s acts or appearance; demonstrate, do, display, show, reveal, establish, become visible or obvious.
Maybe, we also need to think differently about the dynamics of change itself?
- Maybe we have to think differently about change – a different mental and emotional framework. Are our thoughts encompassed by ‘planned or managed change’, or the understanding of ‘other forms of change’?
- Maybe we have to understand the dynamics of change before we can better influence, move with, or adapt to change.
- Maybe we need a different vocabulary about change itself. Words influence and convey how we ‘see’ things. How we ‘see’ things is how we design organizational relationships, structures, systems and processes that influence the desired change.
- Maybe we need to move from our traditional set of leadership attributes, styles and competencies of planned / change management, and traditional hierarchical leadership to something else that entails a different set of leadership attributes, styles and competencies for the leadership of people and organizations.
And again, this brings us to something different → ‘Emergent Leadership™‘.
A Comparison Between Typical Hierarchical Leadership
And Emergent Leadership™
I will be writing more about the attributes and competencies of Emergent Leadership™ in the near future discussing the why, what and how such manifests new forms of organizations for the Modern World.
However, to state clearly, and as I am asked this many times:
The number one aspect of Leadership is:
We will also cover such in up-coming ‘conversational workshops’ in the coming future.
I hope you got something out of this simple write-up.
All the best,
The Institute For Emergent Organizational Development and Emergent Change®
Emergent Organizational Development®