Change is a constant in the business world. Organisations evolve, markets shift, and technologies advance, pushing companies to adapt or risk decline. The road to successful transformation is often fraught with challenges, not least of which is defending our positions, but this instinct can become a significant barrier and hinder change.
A basic human desire for stability and control is at the heart of defending our positions. As leaders, our sense of authority and identity is often tied to the decisions we’ve made and the roles we hold. When these are questioned, whether by new ideas, changing strategies, or evolving organisational goals, it can feel like a challenge to our competence. Defending our positions is natural. It’s a way of protecting our self-worth and maintaining our status. However, when defending our positions takes over, it can hinder change and prevent us from being open to new ideas and approaches—both of which are essential for driving successful change.
Change programmes, by their very nature, require a departure from the status quo. They demand that leaders and teams step out of their comfort zones, question established practices, and explore unfamiliar territory. However, when leaders feel compelled to defend their positions, they may resist these shifts, consciously or unconsciously, which can hinder change.
Here are a few ways in which this resistance can manifest:
Laura is a strong leader and is results-focused. She appreciates clarity and certainty. Although she is open to new ideas, she does not seek feedback, so she is unaware that she is sometimes seen as having a closed mind. She uses her confidence and clarity to assess but often quickly dismisses new ideas or innovative approaches because they contradict her existing beliefs or strategies. This has the unintended impact of stifling creativity and preventing the organisation from exploring potentially transformative solutions.
Ali is feeling under siege. The sheer volume of new initiatives threatens his ability to deliver and puts him under pressure. Because he feels threatened, he begins unconsciously withdrawing his support for change initiatives. This trickles down through the organisation, leading to disengagement and a lack of commitment among his team to other departmental priorities. This, in turn, creates conflict in the Leadership Team, undermining the united front needed to drive change effectively.
Carl is concerned that he needs to deliver the quality of product he is known for. This has served him well in the past. So when urgent change requests come through, he insists on a detailed prioritisation process that allows him time to guarantee quality and sustain his excellent results. He does not wish to unsettle “what works” with another extensive and business-interrupting change review. However, his approach impacts the other change processes that are underway. The result is that decision-making is sluggish and hinders the momentum of change programs, causing frustration and missed opportunities.
One model of leadership proposed by Gary Yuki, a Doctor of Philosophy involved in organisational psychology, states that a shared process of leadership involves individual and collective capability and creates Distributive Leadership. Distributive Leadership is a precaution against attitudes that hinder change, which means we no longer feel boxed into the corner of defending our positions.
He states that leadership.
“…does not require an individual who can perform all of the essential leadership functions, only a set of people who can collectively perform them. Several group members may share some leadership functions (e.g. making important decisions), some leadership functions may be allocated to individual members, and different people may perform a particular leadership function at different times. The leadership actions of any individual leader are much less important than the collective leadership provided by members of the organisation”[i]
So, how can we move beyond the need to defend our positions and instead become champions of change?
The first step is recognising when you’re slipping into a defensive mindset. By becoming more aware of your reactions, you can consciously approach challenges with curiosity rather than defensiveness.
It’s okay not to have all the answers. As leaders, showing vulnerability and a willingness to learn can foster an environment where others feel safe to do the same. This openness can lead to more innovative solutions and stronger team cohesion.
Remind yourself of the broader goals of the change program. What are you trying to achieve as an organisation? How does clinging to your current position serve or hinder change? Keeping the end game in mind makes it easier to let go of the need to be “right”.
Create a culture where differing opinions are valued and explored rather than dismissed. Encouraging open dialogue allows for a more comprehensive understanding of the challenges and opportunities, leading to better-informed decisions.
Sometimes, it’s hard to see the wood for the trees. Engaging with a coach or consultant can provide an external perspective that challenges entrenched positions that hinder change and facilitates a more objective approach.
6. Adaptability in managing change in the workplace:
If a business plan is well drawn, it will withstand changes because the foundation principles and assumptions are good. Indeed, a business plan needs ot be reviewed to reflect change. Priorities will alter, key people may move on to new roles, and new technology will require integration into your systems. With adaptability in business planning, we can accommodate what helps us progress rather than hold rigidly to an idea or concept. Change feels uncomfortable and even unnecessary, but it is essential to remain relevant.
Quoting Seth Godin, Brene Brown writes [ii],
“Leadership is scarce because few people are willing to go through the discomfort required to lead. This scarcity makes leadership valuable… It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you find a place where a leader is needed. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential.”
[i] Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and
charismatic leadership theories. Leadership Quarterly, 10(2), 285–305.
[ii] Brown, B. (2012). Daring Greatly: How the courage to be vulnerable transforms the way we live, love, parent, and lead. Gotham Books.
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