How can you motivate and lead through change when you do not feel motivated and insecure.

Leadership is a dynamic interplay between leader and follower, yet it is the follower who determines the success of leadership: change happens only when followers follow. But what if the change leader in question is also a follower who is expected to lead, who should lead, who must lead, and yet who does not want to lead through change? In most cases, organizational change is not solely brought about proactively; external factors influence and lead to managerial actions, or more precisely reactions to these external factors On common reaction to changing external factors on a corporate level is profound organizational change. This change is a corporate top-down process initiated by the board or CEO. This calls all other leaders in the organization to process that change and translate it further down the hierarchy. In this common scenario, all leaders below the top are followers and are required to process the change in order to accept it, possibly against their will.

The focus is on the leader who feels caught in the middle, one who is not directly involved in initiating the change yet is expected to buy into the change and lead others to buy in as well. For a manager, it might be enough that he “ought to” or “has to” manage and execute.

Leadership without “want to” seems impossible.

Hardy and Clegg (1996) describe power as “the ability to get others to do what you want them to do, if necessary against their will, or to get them to do something they otherwise would not do”. In their article on commitment to change, Ning and Jing (2012) state that “employees can feel bound to support a change because they want to, ought to, and/or have to”. How difficult is it to get others to do what you want them to do? In particular, how difficult is leadership for the leaders if they are still processing their own anxiety and anger and their own resistance and (non-)acceptance of the change?

What is the “bandwidth” of these leaders, or what is their „response ability“? How can intermediate leaders get others to want what they do not even want, or rather what they should want? How can intermediate leaders make others buy into a change, a change they did not buy into in the first place?

How do these leaders accept the new reality and assume responsibility? Karl Weick illustrates the ideal response ability when he quotes Jill Hawk, a former park ranger of Mount Rainier National Park, who describes how rangers should respond to difficult situations by telling themselves: “It is what it is, it is in front of me, and I have to deal with it” (Weick 2009).

How do intermediate leaders process the change internally and how they intend to deal with their internal processes toward their corporate environment. There are  three conflicting internal forces that enable intermediate leaders to adapt to change: defense structures, emotions, and perception of (the) self. I intend to illustrate the inner theater of intermediate leaders: the emotions, will, and relational identity that intermediate leaders feel, choose, and adopt in a difficult challenging environment—a profound organizational change that is not considered a fair process in the sense of Kim and Mauborgne (2003). In a fair process, people are informed and involved and are able to understand the rationale behind the change-related decisions. Moreover, they understand what is expected of them and how they could engage actively. In short, a fair process is a change where people are respected and treated fairly.

“It is what it is, it is in front of me, and I have to deal with it”

Response Abilities of Intermediate Leaders (Christian Baudisch)

John Kayser

  • John Kayser consults organizational change processes and focuses on facilitating of organizational and leadership development as basis for a sustainable and constructive management of change. He aims at enhancing of entrepreneurial spirit within the organization and facilitates group processes on strategic and normative issues.
  • Leadership development – design and execution of leadership programs in major corporations. Key note speeches, consulting for corporate people development programs.
  • Executive Coaching – Leadership, personal development, change processes, strategic and normative issues. Personal Mastery
  • Many years of experience in the development of leadership teams, organizations, and as an executive coach in a multinational setting.
  • Founder and managing director of two IT consultancies, currently CEO of a leadership academy based in Düsseldorf. Work and management experience in finance (BNP-Paribas, Paris) and media (Kirch Group, Munich and New York).
  • Initiator and president of the board of the Rhenanian Leadership College, a year long pro-bono program o ered to universities in Northrhine-Westphalia; member of the advisory board of the Industrie-Club Düsseldorf.
  • B.S. in international economics at the School of Foreign Service at Georgetown University, M.Sc. Econ. at the London School of Economics. Member of Phi Beta Kappa. Graduate of the Landegger Program of International Business Diplomacy. Studies of client-centric approaches of humanistic psychology, philosophy and social systems theory.

Hannes Sekyra

   „Es ist alles da, was fehlt.“

  • Leading Innovation – materializing creativity. Wie Organisationen Kreativität fördern, Innovations-Strategien entwickeln, Innovation managen und die relevanten Veränderungen erfolgreich umsetzen können
  • Strategie & Wandel. Begleitung von Entwicklungs- und Veränderungsprozessen in Organisationen: In der Bandbreite von Irritationsgestaltung: „Was bewegt und verändert Bestehendes?“ bis Stabilitätsmanagement: „Was gibt Sicherheit in Zeiten der Veränderung?“
  • Führung. Klarheit in den eigenen Führungsanliegen: Wie bewege ich andere Menschen, gemeinsame Anliegen zu erreichen?
  • Executive Coaching & Personal Mastery: Eigene Standpunkte reflektieren, sich orientieren; neue Wege und Impetus erleben; Handlungsoptionen erweitern & Paradoxien nutzen; erfolgreich entscheiden; den individuellen Weg finden

Personal Mastery

  • mehrjährige Erfahrung als Executive Coach, Organisationsberater und Moderator für Organisationen und international tätige Unternehmen
  • Mitgründer und Gesellschafter von focusedchaos® Innovationsberatung
  • mehrjährige internationale Projektätigkeit und Führungsverantwortung in unterschiedlichen Fachbereichen in Unternehmen der Grundstoffindustrie, Consumer Elecronics und Telekom Industrie
  • Studium Umwelt-Systemwissenschaften mit den Schwerpunkten Betriebswirtschaft und Energietechnik an der Karl-Franzens-Universität und der Technischen Universität Graz
  • Weiterbildung in Systemtheorie, Coaching, Gruppendynamik und zum systemischen Organisationsberater und –trainer in Österreich und Deutschland

„Die hohen Ansprüche unserer Kunden veranlassen uns nicht, auf unsere Professionalität zu verzichten.“ – Christian Baudisch

  • Christian Baudisch is leadership sparring partner, change facilitator and organizational acupuncturist. He focuses on profound individual and organizational development processes emphasizing the ,logic of emotions‘, and neuropsychological foundations of leadership.
  • Christian is founder of The Really Effective Group, a consulting community that develops innovative and profound leadership learning experiences. His clients are leaders in their industry, including Aareal Bank, Daimler, Dräger, Lonza, OMV, Otto, Schindler, Xing and Zalando.
  • During his tenure of Director of Human Resources and Senior Consultant, he was awarded prizes for innovative cooperation and knowledge sharing.
  • An MBA graduate, he studied in Austria, the US, and Japan. He received INSEAD’s Executive Master degree in Coaching and Consulting for Change and is alumnus of the Harvard Kennedy School “The Art and Practice of Leadership Development”, as well as associate member of the Austrian Association of Group Dynamics and Organizational Development.
  • He integrates Leadership with Emergizing® – a leadership technology he has developed. He also practices the Japanese Sword that he applies with selected groups, experiencing will, choice, and aggression at its best.