Consistent reinforcement of the main themes of change is vital to RCLs down the line. It is the one means they have of knowing and showing their people that top management is committed for the long haul. RCLs press senior executives to:
1. Strive to create change leadership opportunities. If we are to build the skills that change demands, we need on-the-job exposure to a wide range of problems. Books and classrooms are no substitute. Unless you take positive steps to create learning opportunities for us, the development of RCLs will continue to lag behind the growing need.
2. Get -- and stay -- involved down the line. You need first-hand knowledge of the efforts
we are making. You may not have time to become as immersed in them as we are, but try to spend
a few days working alongside teams in problem-solving sessions or field pilots. This is more than symbolic participation; it is the best way to understand just how exhilarating change can feel at an individual level.
3. Help us build a toolkit for change. Perhaps the most valuable resource we can have in sustaining change over time is a diversity of techniques and approaches. It is easy for change efforts to stall and for people to revert to comfortable familiar patterns. The more tools we can draw on, the better we can deal with any loss of momentum and energy. While we can develop such a toolkit ourselves, anything you can do to facilitate or augment our efforts will be appreciated. We need all the help we can get.
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