“Everyone thinks of changing the world, but no one thinks of changing himself.”
– Leo Tolstoy.
In an organisational setting this old maxim often applies – organisations don’t change, people do. Efforts to undertake transformational change will fall short if the strategy fails to address the underlying mind-sets and capabilities of the senior managers who are tasked with executing it.
Self-understanding and the ability to translate it into an organisational context is a key prerequisite in a change leader. Change is driven by role models, rather than by apologists for the status quo.
Enlightened companies recognise that change is not only an outward driven process, but must also take account of inward factors, by linking systemic intervention with genuine self discovery and self-development by its leaders.