March 2002 FAQ

Question: What kind of leadership should c-level executives provide during organizational change?

Answer:

The up-front, straight to the point answer is active, everyday leadership, directly applied to the focal point of the change.

The problem is that many c-level executives don’t seem to know about that requirement.  To help convey the important point about needed leadership, we talk about “ACDC leadership.”

Most c-level execs spend their time using delegative leadership during the day-to-day running of the business.  They spot problems, issues and opportunities, and delegate them to others for handling.  That’s DC leadership—delegation from the c-level.

But during big change initiatives, c-level execs must consciously move from DC to AC…where “A” stands for “aggressive, active, architect, and advance man/woman.”  AC leadership calls for a real shift that many c-level execs have never made (and some cannot make it!).  Here’s where the folks on the change team come in…they can ask for it…and then point out when they are not getting it!

The goal is to avoid the typical situation: the c-level exec(s) show up for change and actually look AC for a few days…and then drop into their habitual DC role!  This is poison for big change!

Dutch Holland, CEO of HDI, has worked as a management consultant for 30 years, helping organizations and leaders manage and implement change successfully. And if you enjoyed this short article, you'll love his new book, Red Zone Management: Changing the Rules for Pivotal Times (Dearborn Trade, Chicago, Fall 2001). Check your local bookstores or read a review at amazon.com or barnesandnoble.com! Contact Dutch at 713.877.8130.

If you have a question you would like to have addressed in the coming months, please give us your suggestions or comments on our guestbook.