Systemic Impact of Transformative Leadership

Organizational Summary

There are many structures of a company, including buildings, communications, inventory, and distribution, to name a few. In further drilling down, there are departments like design, engineering, production, accounting, and marketing. At the core, however, are people. This is the commonality, while the difference, and distinction, that separate one company from another.

It is no longer enough to hire the smartest person. A personality matrix cannot predict behavior. So what is the new magic bullet? The most significant potential of this critical resource in a company, human capital, can be accessed through the nurturing and development of Emotional Intelligence (EI) and transformational, forward-thinking view.

Transform [11] is on a mission to empower individuals to achieve their highest potential. The goal is to generate results with every opportunity actively. In doing this work, cultures within companies will extend to friends, family, and beyond, having community impacts.

EI and transformation reside in a space called ‘being.’ The nature of ‘being’ in human being has no gender, race, culture, or sexual identification. In the work that Transform [11] develops, Diversity and Inclusion are assumed. Its integration becomes invisible, allowing for people to become fully self-expressed.

The ability to achieve consistency in this messaging requires that the culture of Transform [11] meets the highest standards. Internal staff must be committed to the vision, and vendors and contractors must align with the mission. EI is required to achieve this, and the higher level the position, the demand of this skill is even greater.

Collectively, the principles have over fifty years’ experience in training and consulting. Results have included successful turnarounds, increased profits, improved quality, lower turnovers, redefined branding, and more.

The kind of customer seeking the work done by Transform [11] can be a small or large company, product or service-based. If industry-specific work is required, a Subject Matter Expert (SME) can be retained. What all clients will share is a desire to invest in their human capital.

Evolution of Consulting

Over the decades, consulting has changed to meet the needs of the era. In the 1950s, there was a top-down hierarchy that was very rigid. Today, companies place more emphasis on linear organizational structures. As with anything, some changes have been organic, whereas others have been knee-jerk to respond to trends.

What has become apparent is that solutions must generate from the center of the goal. By focusing on the outside, the core issue will most likely be ignored, and a problem can worsen. This is where EI and transformative techniques come into play. Developing an awareness to understand issues at the core and having that same awareness outside of oneself is the true demonstration of transformation in action.

This is where things get confusing. The word transformation has become as much as the phrase “world’s best hamburger.” This example illustrates the difference. If a person loses weight, people may say that it was a transformation. It was sort of. However, if the weight comes back, it was just a temporary change. Much like motivation, excitement cannot be sustained. Now, if the weight loss was supported by behavioral modification, long-term maintenance of weight is more likely. The difference is that transformation is sustainable.

Consulting firms are much the same. They can use the word transformation, but what do they mean by it? Let us take a look at several examples.

Deloitte is the Gold standard with a well-earned reputation as a leading consulting firm. Much like private banking, their customers are top tier companies. They focus on dozens of services and industries, about sixty in all. When they speak of transforming, they do so in the same context as losing weight.

There is a need for improvement in accounting processes, production methodologies, and integration of SAP software. These, however, are not transformational. They are transactional changes and implementations. This distinction is critical when looking for a company that claims to offer transformation. (Deloitte, 2020)

On the other side of the spectrum is the Vanto Group. Their entire offering is four solutions offering a laser-focus to develop transformative shifts to their clients. (Vanto Group, 2020) The basis for this work is grounded in ontology, phenomenology, and linguistics. Martin Heidegger developed these disciplines, providing a guide for cognitive science. (Wheeler, 2020)

While there are other well-known individuals and companies that focus on transformation and culture-shift, Vanto has a unique approach. “Unique models and approaches allow for and cause shift in world view and frame of reference providing for the competency to rewrite the future immediately, and capacity to do so on an ongoing basis.” (Vanto Group, 2009)

Another example is Boeing. While not a consulting firm, their company is practicing transformation with forward-thinking investments. The company is investing $20 million dollars in a Virginia Tech program to “teach students to think.” This is revolutionary.

Traditional education, religion, and social structures have worked by putting people into boxes. This is the polar opposite of transformation. For Boeing to invest in expanding students’ minds represents transformation in action. (Stoll, 2020)

The Transform [11] Approach

In the past, the emphasis has been placed on IQ and psychological profiling. Transform [11] focuses on EI and transformation. Let us consider certain assumptions for this reasoning.

A resume and track record can illustrate education and performance. Typically, an intelligent person can adapt, modify, and learn new skills. (Cherry, 2020) Personal references and background checks, including social media, have provided more information about a person than psychological profiling. At the core remains human capital, with the goal of developing emotional intelligence and creating an opportunity to be part of a transformational culture.

 The goal for Transform [11] is to create self-sustaining models for its clients. Transformation and IE support this objective. This is something that transactional style and motivation cannot accomplish.

Both transactional styles and motivation provide very short-lived results. They do not address the root of what might be a perceived problem or goal. They look at symptoms and provide temporary fixes. By working with a client to see the potential of core values, the best chance for success is possible.

By listening to a client, it becomes possible to address their desires and developing a trusting relationship. During the assessment, what is often learned, is that solutions look different than what was originally thought. By creating some successes and benchmarks, the client can experience the benefits in real-time. With that, possibilities open up for additional and more advanced programs.

In transformational consulting, it’s imperative to listen and speak in a way that “you” are heard – speaking into the client’s listing. By using emotional intelligence skills in client interactions, not only is a safe space created, the client feels as if permission has been granted to share.

Human Barriers

People are resistant to change. This is very much a conditioned response. What did I do wrong? Not again? Whatever you say. Those are just a few responses, all of which present challenges to a company attempting to make a change.

When training, consulting, or motivation are introduced, people react in some ways. For salespeople, it is connected to money, and there is an opening to try anything. For most employees, it is the change de jour, and it soon shall pass. The biggest failing is that most companies attempt to train from the bottom up.

Employees often know how to improve a company but stop sharing because the message falls onto deaf ears. They cringe when the “new guy” stirs the pot with good intentions. The solution is for any program to work is for it to begin at the leadership level.

In the context of transformation, leadership will discover that change is not a process of making people wrong or doing something to them to make them conform. Proper training nurtures empathy through the development of EI. When properly executed, employees will see the change in leadership and reach out instead of closing off.

The human element is the most challenging aspect of the company to develop. Machines can be turned on and off. People have free will and can demonstrate behaviors across the board that can range from sabotage-like to participatory.

When setting out on transformation, it is imperative to stay the course. If the leadership fails to lead while the staff improves, the company will have invested a lot of money into their competitor’s new employee. While machines can be reset, people cannot.

Training Process

The training process involves several steps designed to achieve the best results. Some of the processes involve technology and other delivery methods. At the core is relationship-building from the outset and ongoing throughout.

Clients initially may have an idea of what is “wrong,” or what “needs fixed.” They may think they are cutting edge and feel that certain people “just are not enlightened.” This is a time to listen authentically. It is important that the client knows they are being heard and understood.

After meeting, information needs to be gathered. Speaking with people individually can provide more depth and ideas that may not have been brought up in the group setting.

In meeting with the client, Transform [11] can address their concerns. At the same time, it can share observations that they “discovered”. This allows the clients to see the situation with a broader perspective. Much of what they thought may have been displaced with a clearer view.

At this point, the client should be ready to see some rough ideas for a training program. At this stage, there may be several revisions as each step opens up new possibilities. When ready, a beta training is ready to test.

This is a vital step. The beta test will be conducted with the leadership. Not only do they have the opportunity to experience the material, but they are also the ones that must be at the source for the long-term success of the program. Additionally, at the beta stage, a typical client will make significant changes. They may find they were going in the wrong direction or might be excited to expand the training’s scope.

Once the process is complete, and a program is approved, the company’s leadership will be first to participate. Training at this level should be in-person, given that the groups should be small. Larger groups can be virtual or computer-based.

Benchmarking

While training is beneficial, there has to be a way to measure the results. Can transformation be quantified? Yes, it can, in data that is easily relatable to justify a return on investment.

Exit surveys are a standard part of any training and beneficial in collecting quantitative and qualitative data. As the first round of training is completed, pre and post surveys can be compared. The surveys can provide information to modify the training and make changes within the company.

The real data will show up in three to six months. While one session will not transform a company, there should be tangible results. These can include less turnover, sick leave, increased productivity, punctuality, quality, and profits, to name a few.

At this point, programs that focus on EI and transformation prove their value to a company’s leadership. Typically, programs are expanded, and there is an openness that can generate results that were never before seen as possible. What is more, transformational work is self-sustaining and self-generating when nurtured and has ongoing support.

Recommendations

There are many structural aspects of company processes that can be streamlined. Equipment can be updated. Products can be changed. The human capital of a company is the ultimate resource. The development of people is the single most important investment a company can make. By developing EI and building a transformational environment, sustained benefits will afford stability and growth.  

Conclusion

In a conversation, people hear words, but are they practicing active listening? Moreover, when they speak, are they speaking into the listening of the person or persons in the room? Or are they simply broadcasting for the sake of their ego? (Williams, 2018)

The systemic impact of transformative consulting and training influences every aspect of a company. EI and transformation are about authentic listening and the freedom to speak authentically. Without fear of judgment or ego encroaching on the creative process, not only will the people at a company thrive, the company will achieve tangible goals that seemed unattainable.