Leverage every opportunity when influencing change.

I’ve found that many of the decisions in my life involving change have come from the heart.  

Judy Wicks

Aurora and Paladin were managing a business unit, Artemis Inc. Artemis Inc. is a hierarchical organization in its thinking; change did not come easily and the existing bureaucracy sustained itself. Changing this culture to meet the business goals was a need. Aurora, the CEO was more aggressive & impatient on this. She had a more direct approach while Paladin would work through and with the team approach. Both of them had ‘lead-from-the-front’ leadership style and recognized the need to develop strong second & third levels.

Artemis Inc. was operating in a highly competitive technology market. To remain relevant and improve productivity levels; there was a need to constantly upskill, reskill and/or keep pace with its product. A learning & development (L&D) center was set-up to meet this need and instead of outsourcing to the Corporate HR; an L&D head was hired and a small team was assigned within the business unit, reporting to Paladin. The objective was to make it integral to the culture of Artemis Inc. This was also an opportunity to leverage the L&D platform to effect a broader change.

Quickly, the L&D team started organizing training programs, promoting & rewarding certifications, self-learning, organizing quizzes, etc. The topics ranged from technical, functional to soft skills. The L&D team took initiatives & consistently promoted across the business unit. To motivate, participants & winners of quizzes, tests were recognized across the business unit; amongst others. The participation was, at best, low-moderate & not core to most. Aurora & Paladin were patient and recognized that this was a journey. 

Aurora would constantly promote the need for Artemis to be a learning organization to remain competitive and future-proof. Learning would always find a place in her quarter-end and year-end communications. Aurora would personally acknowledge winning individuals in every public talk / communication to improve motivation. She would use every available opportunity to reinforce this message.

Aurora would periodically participate in the quizzes organized by the L&D team. Aurora came first in one such quiz. However, Paladin decided against announcing her as the winner.

Was this a missed opportunity? Should Paladin have announced Aurora as the winner?

Aurora’s view was that Paladin should have. She felt it was an opportunity for Paladin to leverage. At the minimum, this would have reinforced – in a very powerful manager – the push towards a learning organization. There are many more benefits. 

To overcome the organizational challenges associated with change dynamics, a leader’s communication strategy of successes must be more than normal.

What are your views?