Organizations are continuously undergoing change and transformation programs. In order to ensure the success of these Change Programs, a Transformational Change Leadership approach, that recognizes the human ego limitation, is required to affirm the behaviours and values that it intends to embed within its staff complement in facing these transformations.  Companies often brace their leadership and staff for substantial shifts, when in fact small incremental shifts in approach and thinking could ensure faster adoption and less resistance for a sustained transformative and innovative culture.

Staff, during change programs, are increasingly aware of any deviation from target behaviours and values. Failure to enact the transformation by leadership results in increased resistance, suspicion and in some instances, backward reversion to old and unwanted behaviours. This causes further deviation from the desired transformation and increased resistance from staff members who may not have been resisting a change.

The challenge is further exacerbated by staff exhibiting a wide spectrum of ‘receptivity to change’ , a naturally occurring wide spectrum of maturity levels in staff, and any latent but toxic already present caustic ‘resistance-noise’ in an organization. Embedding values such as the commitment to grow people, displaying integrity, striving for excellence, and self/other respect, require an increased maturity level within individuals first, before lasting change can be witnessed in groups and organizations.

Companies require Transformational Growth Leadership initiatives that are ongoing and focus on inward and outward staff development and migrate away from the typical intervention-focused change management. This may bring to truly shift and embed new values and behaviours in their operations.