The change leader’s role is to bring resistance into the light of day.

We often think of a change with a beginning and eventually an end. We have decided on our new destination and that at some point, we’ll be “done.” But change is coming at us too fast, and the pace of continuous change is having an effect. GlobeScan’s 2024 global public opinion research shows that nearly 8 in 10 people worldwide (78%) believe “the world is changing too quickly for me.”  This pace of change is especially true for business leaders. In Accenture’s 2024 Pulse of Change Index, business leaders believe they faced an all-time high rate of change in 2023 and expect it to accelerate even more this year.

One destination becomes the next and the next. The change never ends. This reality of continuous non-linear change requires modern change leaders who can guide others forward in these circumstances. Changes move organically through people, but no longer because of a well-defined hierarchy or a structured process. As Niels Pflaeging puts it, “Milk in coffee is a more helpful metaphor than the widespread notion of seeing change as a journey from here to there.”

Historically, leadership programs have been built on authority “leading the charge” and having all the answers. These classic leadership behaviors have been instilled in us since the early 1900s with the introduction of mass production bound by machines and interchangeable people. Leading a change today couldn’t be more different.

At a recent workshop, a leader explained that his team was going through a major change in their communication approach with customers. Customer needs differed by product and service, so this change was complex and inconsistent. He shared that he was the sole leader and spokesperson at their update meetings and didn’t allow time for questions or discussion. He wanted to give clear direction on every step because of the group’s uncertainty – but he often didn’t know enough to provide the best guidance. As a result, his team didn’t trust that he understood the issues and knew the right answers. He said he had to learn that many of his instincts about “being in charge” were getting in his way.

Influential change leaders ask questions and listen more because having all the answers in changing circumstances is no longer possible. They let others have a hand in achieving goals. They don’t evaluate so quickly, so new ideas feel too risky to share. They avoid becoming the “fixer.” The change leader’s role is to ensure the conditions for change and evolution exist.

What About Resistance? 

Inviting others to be part of the change will always bring resistance and skepticism because the status quo is extremely powerful — even if unspoken. It is no longer the change leader’s job to squash skepticism or quickly “get everyone on board.” The command of the “train is leaving the station with or without you” will no longer bring the outcome you want. You want to know what the resistance is and what to make of it.

Rather than thinking of initial resistance as an obstacle, reframe it as a treasure trove of information you can learn from. Rather than burying it, accept and embrace it; otherwise, you may miss an insight that would make a real difference or understand a problem that would have surfaced later. You may discover the team needs a skill set they don’t have today, or there is simply a lack of understanding. You can’t create the right conditions for change if you don’t fully understand where you are.

Bring the resistance into the light of day. Ask for ideas and solutions. Let everyone know you expect recommendations rather than just a list of problems. Welcome these ideas and recommendations — and then listen.

One of my clients set the tone for bringing resistance in the open by always asking her team what they were concerned might go wrong — and then patiently waiting for their answers. By assuming there was resistance, she embraced it and welcomed it into the room.

Conflicting objectives and views need a framework for progress so you don’t hit a stall. Holacracy uses a concept called a “tension” — acknowledging a distance between things as they are today and how they could be. A tension isn’t good or bad, but simply a gap. Tensions are openly explored, and everyone is expected to voice their tensions.

Ask a few basic questions to address resistance or discuss tensions:

• What is your tension? How does it show up?
• What do you recommend we try? What is the first step?
• Who needs to be involved? What must their commitment be?
• How long will this action take to try an experiment or an alternate approach?
• How will we act upon these learnings and new information?
  
  

These answers can lead to new experiments, options, or a new direction that will enable the change.

And remember: Your role is to create the conditions for change. People will change when they are ready and know how to change. Your role is to make it easier. 

Create a company vision that people want to follow.

By Scot Chisholm

Can you answer the question, where are we going as a company?

It sounds simple, but in my experience, most team members either have no idea or give wildly different responses. A traditional vision statement misses the mark in so many ways, but after 20 years of trial and error, I found a format that nails it.

What Is a Company Vision? 

A vision statement is how you see the future for the company and its customers. Vision equals the company outcomes you want to see in 3, 5, 10, and 20 years. This can act as directional guidance for the team. It’s the journey to your North Star.

Does Mission Equal Vision?

A mission statement answers the question, why do we exist? It’s the guiding light for the business. Forever pursued but likely never achieved, it should be relevant in 100 years. 

Your company vision answers the question, where are we going? It maps the steps or milestones you must achieve to get closer to your mission.

Your mission statement is the North Star, and the vision is your star chart — mapping out your points along the way.

How to Create Your Inspiring Vision

Use the 1-4 Method: one slide, four sentences. This method gives you a powerful slide that’ll help your team know where they’re headed, what comes next, and how to spend their time. The 1-4 Method has a sequence to it and communicates an overarching strategy. You’ll create 4 power sentences describing your vision in 3, 5, 10, and 20 years, where each sentence builds off the next. Remember, keep it simple, stupid!

1. Create the Template

Create a 1-slide presentation and label it: [Company name]’s Strategic Vision Plan. 

2. Write Your 3-Year Vision

Write your first sentence: 3-Year: [Your vision for the company] (80%). 3-Year is the time frame, and 80% is the resource allocation dedicated to this particular line.

Examples:

•   Build the best [X product] for [Y target audience].
•   Become the No. [X] company in the [Y target market].
•   Become the most customer-loved company in the [Y target market].
  
  

3. Write 3 Other Vision Statements

Look ahead and add your 5-, 10-, and 20-year vision sentences: 5-Year: [Your vision for the company] (10%); 10-Year: [Your vision for the company] (7%); 20-Year: [Your vision for the company] 3%. 

Dream bigger with bigger outcomes the further out you get. Here’s an example of what your final slide might look like (from one of my companies):

[Company name]’s Strategic Vision Plan

3-Year: Build the most beloved retail experience in Montana. (80%)

5-Year: Use knowledge from our stores to build a massive online audience. (10%)

10-Year: Use momentum to open 10 new stores in synergetic markets. (7%)

20-Year: Become a top 10 e-tailer in the health and wellness space. (3%)

The % resource allocations help your team better understand how to spend their time and give them permission to dedicate some time to the bigger-picture, long-range vision.

4. Update the Slide Each Year

At the end of 3 years, roughly 75% of your slide should roll over, but you’ve outgrown your initial 3-Year statement. This is a great time for a major launch within the company. 

Remember, your company vision isn’t a prediction of where you’re going. Your vision should resonate across your team, creating a shared understanding of where you’re going and how you’ll get there.

Overcome the five biggest challenges in preparing for a handoff.

By Philios Andreou

HBO’s runaway hit series Succession follows a media company as it grapples with challenges replacing its founder, Logan Roy. In the series, Roy’s three children compete with long-tenured employees to become the next CEO. Roy constantly tests the candidates in unorthodox ways — sometimes using tactics that blur the lines of integrity and society. Like the proverbial train wreck that we can’t stop watching, the drama captivated audiences until the final reveal (no spoilers here!).

In the real world, identifying and naming a new C-level candidate can also feel like a TV drama and is often followed with the same fascination by others at the company.

Most of the time, the candidates aren’t perfect or ready, but getting the decision right is critical for the business. The root of the challenge is the hiring process; it’s difficult to find a candidate with the vision and capabilities to meet the present and future needs of the organization. In fact, between 50% and 70% of executives, both internal and external candidates, fail within the first 18 months of their promotions, according to research from the Corporate Executive Board. Why is that? And how can other company leaders set them up for success?

Let’s break down the five biggest challenges in succession planning and how you can overcome them.

1. Agreeing on the Profile

The first challenge many companies face is getting the board and C-suite to build and agree on the profile of this new leader. The breakdown occurs for one of two reasons: They don’t agree on who owns the process, or they don’t agree on what they need. 

In most succession scenarios, the board chair and seated CEO agree on an approach and strategy for succession planning that will be refreshed at least twice a year and raised consistently on the executive committee agenda. Succession candidates must be deeply immersed in the current business strategy, the future direction of the organization, and all the nuances within. In many organizations, decision-makers have familiarity bias and look for leaders similar to those exiting their roles.

2. Building a Process

You’ll want to build an identification and evaluation process to select suitable candidates. Why is this difficult? Because companies often rely on business metrics, career accomplishments, and sector experience as the driving criteria for a role. These elements are important but are table stakes for any C-level position. What’s missing is evaluating a potential executive’s leadership style, character, and culture fit. Given the criticality of the position and its impact on the organization, it is important you ensure two things:

Multidimensional input. Multiple sources of information provide a more holistic picture of the candidate. These sources could be 360-degree evaluations, structured interviews, psychometric tests, etc., to build transparency around how the leader operates, interacts, manages ambiguity and conflict, and inspires a shared vision.

Complex and simulated future situation assessment. The candidate should be observed performing the future role by experiencing problems, situations, and presentations as they would on the job. This type of virtual simulation allows organizations to see the candidate in action and provides insights into how they weigh strategic decisions; manage the business, people, and situations; and approach stakeholder management.

3. Creating Readiness

No internal candidate will likely be ready at first, and therefore, any selection is a leap of faith that the candidate can hit the ground running. The success of your succession process requires preparing the candidate with a foundation for communicating, making critical decisions, aligning their team, and marshaling the action of the organization. You must provide training, coaching, or special projects that create moments for them to experiment, learn, and grow.

4. Being Transparent

In the case of HBO’s Succession, the drama in all four seasons is caused by secrecy and suspicion — from wars between candidates and confusion in the organization to loss of value when no one is focused on the business. Even in the best scenarios, transparency can be difficult to achieve due to confidentiality issues; however, when processes are better planned, there are also fewer problems. 

The single most common question clients ask us is, “How much should we share?” Like any significant set of decisions with broad organizational impacts, the answer is to share the process but protect the people. If you start early and provide good transparency about the role’s criteria, opportunities for development, timelines, and the succession process itself, you build trust and confidence in the process.

5. Onboarding

This addresses the issue of how to incorporate the candidate into the position so they can be successful. The first few years in the new role are critical for a CEO to build trust and credibility and create a shared strategic vision for the team. During this time, the CEO’s objectives should be to reduce risk by creating a safe environment, evaluate challenges, generate discourse among diverse audiences, establish and manage relationship dynamics, develop the executive team, and make proposals and decisions. On many occasions, the onboarding process can be reinforced by the presence of the previous CEO, a close relationship with the board chair, or the support of an experienced executive coach specializing in CEO transitions.

To preserve your organization’s culture and prepare for any type of transition, succession planning must be a fundamental part of your business strategy. By leveraging a holistic, transparent process anchored in a profile that reflects what success looks like now and in the future, it’s possible to ensure a smooth C-level transition and a lasting future for the organization.

Activate your team’s impact with this power play.

By Caitlin Johnson

While many may associate gamification with superficial elements like leaderboards, points, and badges, its true power lies in its ability to create meaningful experiences that resonate with individuals and teams on a deeper level. Here are my top five strategies for harnessing the full potential of gamification.

1. Design the epic mission. 

At the core of any successful game is a compelling mission that inspires and motivates players to engage. Similarly, in organizational strategies, defining a clear and meaningful objective that aligns with the company’s purpose and values is essential. By connecting team efforts to a larger mission, individuals are more likely to feel a sense of purpose and commitment.

2. Break down the mission into quests. 

By setting quarterly objectives and milestones, teams can focus on manageable tasks while continuously progressing toward the larger goal. These mini-quests support experimentation, learning, and adaptation opportunities, fostering a culture of innovation, growth mindsets, and agility.

3. Leverage teammates and competition. 

Incorporating team-based challenges and competitions enhances collaboration and communication and cultivates a sense of camaraderie and belonging. By forming small teams, individuals can leverage each other’s strengths, support one another through challenges, and celebrate collective achievements. It also fires up our inner friendly competitive spirit when teams try to outperform each other. 

4. Incorporate rewards and recognition. 

Effective gamification strategies include reward and recognition tactics that acknowledge and reinforce desired behaviors. Whether through badges, points, or leaderboards, these incentives are tangible markers of progress and success, motivating individuals to participate and excel actively. Recognizing individual and team contributions supports a sense of accomplishment and encourages continued engagement toward shared goals.

5. Level up. 

Celebrating successes and learning from setbacks are essential aspects of gamification. After completing a 90-day quest, it’s crucial to pause, reflect, and celebrate achievements, no matter how small. Conducting retrospectives allows teams to identify lessons learned, areas for improvement, and strategies for future success. Embracing a growth mindset fosters resilience, creativity, and continuous improvement, empowering teams to adapt and thrive in an ever-evolving landscape.

Gamification offers a powerful framework for activating team impact by providing clear objectives, encouraging collaboration, and celebrating performance. By strategically incorporating game mechanics into organizational strategies, leaders can inspire and empower their teams to reach their full potential, driving success and innovation in the pursuit of shared goals.

Just because you sell your company doesn’t mean you’re done being productive.

By Greg Alexander

“What now?” It’s the question almost all founders face after selling the companies they built. While it’s certainly an understandable — and rather existential — reflection, it reveals how little founders consider the post-exit window.

I certainly didn’t know. When I sold my boutique agency for millions, I was eager to travel and enjoy the good life. However, I soon discovered that my founder exit plan had a gaping hole. While I had focused on my short-term objectives, such as seeing exotic places and enjoying my hobbies, I hadn’t laid out what I’d be doing in the long haul. It wasn’t too far into my post-exit founder life that I realized I wanted to do something different yet productive. That realization led to my current mastermind community, where I serve as a guide and mentor.

The point is that despite finding success in growing and selling my business, I was surprised by what happened after the sale. My experience is hardly unique. After exiting, only 33% of founders surveyed by Coutts in 2018 felt more satisfied post-exit than they did beforehand. In other words, they missed the stimulation of dealing with the wins, the losses, and everything else that comes with owning a company.

There’s a workaround for this issue, of course. If you’re going to exit your business soon or in the future — hint: you will, whether you prepare or not — you don’t want to wait until you wonder, “What’s next?” You want to ask, “What should I do after selling my firm?” well before the buyer cuts the check. By answering that question pre-exit, you’ll pave the way for more post-exit fulfillment.

To help you in your planning, try the following strategies. They’re engineered to enable you to avoid the sudden weight of what it means to be free from your founder status.

1. Go into self-reflection mode.

After my exit, I took a two-year sabbatical. During that time, I reflected and recharged. Although that period allowed me to identify a gap in the market and envision my next venture, I don’t necessarily suggest every owner do the same thing. Self-reflecting before can be just as practical as after.

Before you step aside, take time to understand who you are and what you truly want to do next. This could mean taking a break or pursuing a different path. Investing in this kind of contemplation will pay off. You’ll feel less overwhelmed when you’re not going into the office in the same capacity daily, and you’ll have a stronger sense of purpose and direction.

2. Network like the pro you are.

Chances are strong that you’ve built your business by becoming a networking guru. Don’t stop now. Engage with your peers, mentors, and others in the industry. Discuss your exit strategy with the ones you trust most or people who have exited themselves. They’ll undoubtedly supply insights or opportunities that weren’t previously on your radar.

As part of your networking efforts, make yourself approachable as a resource. One thing I did post-exit (but you could do pre-exit too) was to engage more actively with the business community in a mentorship role. The satisfaction I derived from seeing other business owners succeed based on my advice was unparalleled.

3. Know your options.

A founder can take on many distinct roles and responsibilities post-exit. Walking away is one of them, but that’s not always practical or pragmatic. After an exit, plenty of founders will join their company’s board to serve in advisory capacities. That way, they can aid the new management team or help the acquirer understand the business’s nuances.

Founders can stick around through and beyond the transition period as well. Depending on the exit terms, they could stay with the company for a predefined time frame to keep the transition running smoothly. Some founders even take on part- or full-time positions to make the most of their skill sets and to share their wisdom. Later, they may leverage that wisdom by sharing their journeys through public speaking engagements or writing a book.

4. Upgrade your knowledge.

Three key words of advice: Invest in learning. Before, during, and after your company exit, keep upskilling. Learn a new domain. Master a technological skill. Join a leadership course. No matter what, continue to plug away to become smarter, wiser, and more knowledgeable.

You never know when a particular skill will come in handy. Your willingness to earn a certificate or attend classes and webinars could open new doors. For instance, let’s say you take a finance workshop to have deeper, more engaging conversations with your financial advisor about your pre- and post-exit planning. Your newfound understanding of finances could enable you to make more informed decisions about investments, philanthropy, or potential new ventures. Remember: Lots of founders become angel investors or venture capitalists. You’ll need to know how to maximize that opportunity without spending all your money.

Every founder’s experience is unique, and every founder’s exit is equally unique. Be sure that you consider your circumstances, preferences, and goals before reaching the post-exit stage. That way, you can enjoy your much-deserved hiatus.