As mentioned previously, it is important to generate short-term wins and celebrate them as milestones of progress are achieved. However, we must not delude ourselves regarding the high difficulty level and complexities associated with organizational transformation.
Doing so will be simply catastrophic. Until change practices have been deeply ingrained in the culture of the organization, they are very susceptible to turbulence. Once regression begins as a consequence of complacency and premature declaration of victory, regaining momentum and re-energizing the change efforts can be a very daunting task.
One of the roles of leadership is to generate that level of crisis that provokes the need to question complacency and challenge the status quo. Having aroused the sentiments of the organization and embarked on the relevant steps to facilitate profound change, the leader must establish a platform that will consistently regenerate that sense of urgency.
Through the process of involvement, empowerment, training and development, layers of leadership skills are erected in the organization. These leaders or change agents focus on maintaining clarity of the shared vision of the organization, and assist in keeping the urgency levels at the desired altitude.
A survey of various employers of labor shows that a significant number of workers do not possess the level of motivation that will engender continuous learning and skills improvement. Many of such workers lack the discipline for cooperative team orientation and positive work habits.
In times past, employees were destined to post tremendous achievements in the workplace simply by attending the right schools and accomplishing good academic performance.
However, contemporary work environments are replete with highly trained and ambitious people whose expectations have been dashed because of sub optimal skill sets in appreciating the softer elements of inter personal relationships.
Some of these elements include listening and oral communication, adaptability, and a proactive disposition to impediments and other limitations.
Self-restraint, confidence, positive attitude to work, goal orientation, career growth and steadfastness, group and interpersonal effectiveness, cooperativeness, team spirit, and transparency constitute other features of contemporary leadership skills.
Other additional facets include commitment, willingness to make strategic contributions, outstanding leadership potentials, empathy, adopting the right perspective, and group rapport.
In fact the three most preferred qualities that organizations seek in people they hire are communication skills, interpersonal skills and initiative.