We refer to this kind of wrenching organizational transformation as “adaptive change,” something very different from the “technical change” that occupies people in positions of authority on a regular basis. In return for these sacrifices, they may be offered nothing more than the possibility of a better future. The risks during such times are especially high because change that truly transforms an organization, be it a multibillion-dollar company or a ten-person sales team, demands that people give up things they hold dear: daily habits, loyalties, ways of thinking. We’re not talking here about conventional office politics we’re talking about the high-stake risks you face whenever you try to lead an organization through difficult but necessary change. But frequently, something more is at work.
#Day of defeat source us models series#
People in top positions must often pay the price for a flawed strategy or a series of bad decisions. While leadership is often depicted as an exciting and glamorous endeavor, one in which you inspire others to follow you through good times and bad, such a portrayal ignores leadership’s dark side: the inevitable attempts to take you out of the game. Let’s face it, to lead is to live dangerously. Think about yourself: In exercising leadership, have you ever been removed or pushed aside?
Or think of individuals you have known in less prominent positions, perhaps people spearheading significant change initiatives in their organizations, who have suddenly found themselves out of a job. Think of the many top executives in recent years who, sometimes after long periods of considerable success, have crashed and burned.
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