Courage to participate in transformation of the leader

1
Courage to participate in transformation of the
leader

• Deeply ingrained behaviors take more than a
  request to change. Must admit to ourselves how
  serious a situation actually is.
• Have to examine our own collusion with the
  leaders behavior, what we do that allows it to
  continue.
• Transformation is an inexact activity and can
  easily fail.
• The leader may be surrounded with advisors who
  have a strong vested interest in the leader not
  changing the status quo that is lining their
  pockets. They may attack the follower who is
  championing change.

2

• When transformation is possible
• Acknowledge the need for change
• Accept responsibility for the current state
• Envision a better end state
• Understand how to get from the current state to
  the future state
• The process of personal transformation
• Self-organizing processes patterns
• Discomfort, threat, and crisis
• Resistance
• Developing understanding of the process
• Willingness to experiment
• Integration

3

• Followers role
• See list on page 129
• Paradox of transformation often must change
  ourselves our role in the relationship is the
  only one we have full power to change
• Follower as catalyst
• Conveying the intensity of our concern about the
  leaders behavior is the single most important
  act courageous followers can take as a catalyst
  for change.

4

• Channeling the leaders frustration
• Paraphrase, emphasize
• Systems perspective great leadership and great
  followership part of same system
• Denial and justification of behavior
• Greatest barrier
• Hubris you cant learn anything if you already
  know everything
• Dedication to a cause as justification
• Leaders lose of self identity

5

• Reactions to confrontation
• Confusion and discomfort
• Must be willing to make the leader uncomfortable
  when we challenge behavior
• Identifying transformation resources
• Support from others or professional guidance
• Using an outside facilitator
• Creating a supportive environment
• Must forgive who someone once was, out of respect
  for who they are trying to become

6

• Modeling change for a leader
• showing vulnerability
• Modeling empathy
• Containing abusive behavior
• Positive reinforcement
• Coping with recurring behavior
• Realistic expectations
• Persistence common purpose, welfare of the
  leader, the organization, and those the
  organization serves should be focus.
• Validation