If your organization suffers from a persistent communication problem and all your attempts at solving the problem have failed, it could be because poor communication is only a symptom of the real problem that you should be addressing. If you are constantly training your people on communication skills and trying one tool or process after another, only to see them seemingly go to waste, it is because your bottleneck is probably not a missing tool set or even skill set. If this is the situation you find yourself in, I submit that you don’t really have a communication problem, but rather a commitment problem!
If you have ever taken on a substantive change or major transformation, you know that such pursuits always almost always invite some resistance and hesitation. If the initiative has been tried and failed before, you have even a bigger challenge on your hand. You might hear the initiative being referred to as another “program of the month,” or be told by someone in the organization that they have “tried that before and it didn’t work.” Needless to say, convincing naysayers to become enthusiastic advocates for change in situations like this can seem like an insurmountable challenge. But there are some things you can do that can help, and I’d like to suggest a few in this post.
We’re going to jump right back into the discussion we started in last week’s post, “Why Good Leaders Go Bad: Brilliant Jerks,” and continue our exploration of the anatomy of brilliant jerks. In this post, we’re specifically going into how resistance to change factors into why good leaders go bad. This is also another post on the longer side, so without further ago, let’s get back into it
This week on the blog, in somewhat a change of pace, we are going to get a little topical. Over the weekend, I had an experience that taught me a few important lessons about what it means to be a leader, and I thought this experience would make an equally valuable teachable moment for my readers and followers. I don’t know if I could sum up the lesson in a single phrase, but what became clear to me as a result of this experience is that confidence without humility results in loss of credibility and arrogance in any form erodes one’s ability to be a leader. So, this week, I want to begin a multi-part series to explore why and how good leaders go “bad.” The topic for this week is the anatomy of the “brilliant jerk.” We’ll be looking at this specific incident, uncovering its implications for leadership in general, and figuring out what it means with regard to what leaders owe to themselves and others.
In this episode of The Transformative Leader Podcast, I am excited to bring you a conversation with multidimensional leader and executive communication coach, Monique Russell. A fellow Atlanta-based leader, Monique is an authority on a wide range of leadership topics, with particular focus and expertise in effective communication strategies for leaders in the business and government sectors. Monique has taught and spoken at venues all over the globe, and places an emphasis on leadership from the inside out, emotional intelligence, and, of course, communication, all of which are invaluable aspects of being and showing up as a Transformative Leader.