Don't Try To Change Anyone And Eight Other Ways To Lead Glob

Dont Try To Change Anyone And Eight Otherways To Lead Global Organiz

Don’t try to change anyone and eight other ways to lead global organizational development Bob Tobin W e humans are a strange bunch when it comes to global organizational development (OD). We expect others in an organization to change, but we are often very reluctant to change ourselves. We advocate organizational learning and development, but are sometimes slow to learn and develop ourselves. Some of the smartest people are the most reluctant to learn (Argyris, 1991). Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new techniques and employ coaches to improve their skill.

Yet, some executives run the other way when the idea of employing a coach is suggested for them. Are they really at the top of their game? We know intellectually that global OD is tough and takes time, but that doesn’t stop us from rushing to implement new programs. Too often, we rush through the phase of assessing readiness which is so important to any OD effort. Last week, before I went in to speak with executives at a regional bank, a marketing vice-president complained to me, ‘‘They just do not understand that they have to change to keep up with changes in the marketplace’’.

I asked how he’d feel if he were in the same position. He said, ‘‘No problem. I’m different, I love change.’’ Really? I wonder. How many people really love to change?

No doubt, some do but why do most of us encounter so many problems when we lead change and development efforts? There are many articles written about resistance to change, so what can we do as leaders to make success more likely? In particular, how can we better prepare people to make it easier to lead global OD in our organizations? These are questions I think about a lot. I struggle with these issues too, personally and professionally.

In 25 years of consulting, coaching and speaking to global organizations, I’ve seen OD programs that really stuck and made a difference in organizations and people’s lives. I’ve also seen so many expensive initiatives that did little more than waste money and drive people nuts. I’ve come up with nine rules for leading global OD which I hope will help you and your organizational leaders be more successful in what you are doing. Be authentic not corporate. I put this one first because it’s at the heart of leading OD.

No one wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If there is going to be expansion of the research centres in Amsterdam, let people know. The most effective leaders I’ve worked with remind me of Nelson Mandela. ‘‘Call me Nelson’’, he tells people.

And he’s not afraid to dance on the stage either. Show your humanity – do not hide behind rules or flaunt your position. Connect people. Bring people of all countries together, either in person or on-line. Get people working together on global teams; help them get to know each other and you.

Learn words and expressions in many languages and learn about different cultures. Have global meetings all over the world, not just at headquarters. Most people want a human connection in the work they do. Bob Tobin is Professor Emeritus, based at Keio University, Tokyo, Japan. Slow beats fast.

There may be an urgent need to change and develop, but that does not mean you have to rush to start. Go too fast, and you’ll spend time clarifying what you meant and re-directing others. People will waste time zig-zagging through their days, not sure where they are heading. I know it’s counter-intuitive, but going slow actually is the way to go fast. Involve everyone in figuring out how to get there.

Spend time assessing readiness and helping people get ready for change. Recognize that the idea of organizational development may start and ‘‘stick’’ at different rates in different countries. Country A’s team may be a start-up and ready for something new today, Country B may be at a more mature stage of organizational growth and it may be tougher for the people to move forward. And even if you have an official organizational language, such as English, recognize that the pace will be slower in countries where that language is not people’s native tongue. Watch what you say.

There is no benefit in referring to anyone in a group or another country as them or they. I see it as a flashing yellow signal when I hear this pronoun used. It’s got to be we, or the OD effort is not going to work. Leaders sometimes unwittingly create subgroups when they refer to others as they. And while we’re talking about vocabulary, stop using words like skill inventory and competencies that can dehumanize us.

No one wants to be seen as a list of competencies. Instead, use words like excitement, success, collaboration, enjoyment and learning. And while you’re at it, do not scare people with measurement of the OD effort. I know there’s a big push for measurement and evaluation. But take a look at companies like Zappos (Hsieh, 2012) which trust and value employees without continuous monitoring and measurement.

Make sure the right people are getting coached. I’ve seen global CEOS hire coaches to help country presidents implement global OD programs. Matter of fact, I’ve been one of those coaches working with country CEOs. However, no sooner do I start my assignment that I recognize that the global CEO who hired me needs some coaching too. I need to work with both of them.

They both need some assistance in communicating more clearly with each other. Too often, when I suggest this to the Global CEO or the Global Head of OD, the answer is usually, ‘‘Forget about it. It’s not going to happen’’. Everyone needs some assistance in organizational and individual development. That goes for global OD leaders too.

My most successful coaching assignments have involved coaching two people, separately and together. Remember that dreams trump objectives. When you are leading global OD, talk about dreams, yours and others. Know your own dream and know what others want for their lives at work and the organization. Dreams are bigger than objectives.

Dreams keep us going when we encounter obstacles. Reaching the objective of selling 5,000 gallons of paint thinner might get someone a raise and a good performance review, but is it anyone’s dream? Help people achieve their dreams at work. Don’t fall in love with a model. There’s no such thing as the perfect OD model that will work in every country or every division.

That doesn’t stop some people from trying to come up with ‘‘the model’’ that they want (others) to implement worldwide. Recognize that even though a model worked in Bakersfield, it may not work in Bangkok or Berlin. In some locations, the model will have to be totally scrapped. I’ve seen organizations come close to killing a successful business in order to drive change with a model that just didn’t fit. Don’t expect fish to fly.

Culture has a big impact on OD. For instance, in some cultures where conflict is always avoided, it won’t be easy for people to give feedback about development needs. At a recent luncheon, one manager in Japan told me she fired her second in command because ‘‘she would not fire someone’’. I was surprised that she didn’t recognize the irony of firing someone for not firing someone. In Japan where lifetime employment has been the usual employment pattern for many years, firing someone is a very high hurdle for local managers.

It may have been smarter to do the layoffs herself or jointly with the local manager. You can find people in every country who will violate cultural norms, but they may be the outliers that others will not follow. ‘‘ How many people really love to change? ’’ VOL. 27 NO. 6 2013 jDEVELOPMENT AND LEARNING IN ORGANIZATIONSj PAGE 11 Don’t try to change anyone. I’ve worked with leaders who tell me of people on their teams who are too old to change or cannot learn because of cultural differences.

The leader resorts to trying to change the person with an authoritarian approach: ‘‘you have to change’’. If you focus on changing individuals, you’re bound to fail. The truth is you cannot change anyone. What you can do is change what they do. You can provide opportunities for them to develop. You can change yourself and they will change their behaviour towards you. You can increase awareness of the need to develop. You can show the benefits of development. And you can change the work conditions and the corporate culture to make development more likely. People do not change and develop just because you want them to.

Global OD is not easy. The more countries involved, the more complicated it becomes. It’s often messy so do not try to make it neat. Enjoy the messiness. Understand that’s how things work. There are highs and lows. But it’s fun too. Let me know what you think about these rules as well as any others that work for you. Your comments and questions are most welcome. Keywords: Leadership, Globalization, Coaching, Change readiness, Global organizational development, Individual change

Paper For Above instruction

Global organizational development (OD) is a complex and nuanced process that requires leaders to adopt a flexible, authentic, and culturally sensitive approach. As Bob Tobin emphasizes, trying to change individuals directly often leads to failure; instead, focusing on changing environment, behaviors, and organizational culture proves more effective. This perspective aligns with the broader understanding that genuine change originates from enabling individuals and organizations to develop rather than imposing external modifications under pressure...

Effective leadership in global OD necessitates authenticity and vulnerability. Leaders should foster trust by being genuine—showing their human side and building honest relationships. According to Tobin (2013), authenticity is fundamental because no one follows a leader who appears phony. This entails transparent communication about organizational changes such as layoffs or expansion plans, which can mitigate rumors and resistance, and create a sense of shared purpose.

Additionally, global leaders must recognize the importance of patience and slow, deliberate progression in OD initiatives. Tobin advocates for “going slow to go fast,” emphasizing thorough assessment and readiness evaluation. Rushing into change without adequate preparation can lead to confusion, resistance, and failure. This approach involves engaging stakeholders at all levels, considering cultural and language differences that influence the pace of change across different countries.

Cultural considerations are especially vital when implementing OD strategies internationally. For example, in cultures where conflict is avoided, such as Japan, giving negative feedback or firing employees becomes highly sensitive. Leaders must adapt their methods to fit local norms—perhaps opting for subtle, culturally appropriate approaches rather than direct confrontations. Tobin warns against rigid models and model-based approaches, which may not fit every cultural context. Instead, customized strategies that respect local norms are more likely to succeed.

The role of language and terminology in global OD also bears significance. Words like “competencies” or “skill inventories” can be dehumanizing. Leaders should use language that emphasizes positive qualities such as collaboration, learning, and success. Furthermore, measurement and monitoring should be balanced carefully; companies like Zappos demonstrate that valuing employees without excessive oversight can create a thriving organizational culture (Hsieh, 2012).

Another critical aspect Tobin highlights is the importance of coaching at all levels. Coaches should work not only with local leaders but also with global CEOs and other senior executives. Developing their communication skills and understanding of cultural differences can enhance overall organizational development. Importantly, leadership coaching should focus on enabling individuals to achieve their dreams and personal aspirations—objectives that inspire sustained engagement and transformation.

Furthermore, leadership should embody a vision or dream that inspires others. Tobin emphasizes the necessity of understanding individual and collective aspirations, which serve to motivate and sustain change efforts. Leaders who align organizational objectives with personal dreams foster a more committed, resilient workforce willing to embrace change despite obstacles.

Finally, Tobin advocates for embracing the messy realities of global OD. Change initiatives rarely follow a straight path; they experience highs and lows, and the process involves navigating cultural norms, language barriers, and organizational complexities. Leaders should accept messiness as part of the journey, cultivating patience, humor, and resilience.

In conclusion, successful global OD demands authentic leadership, cultural sensitivity, patience, and a focus on developing people rather than trying to force change. Leaders who adapt their strategies, communicate transparently, and foster trust and motivation across diverse cultural landscapes are more likely to succeed. As Tobin’s insights suggest, leading with humanity and understanding is the key to unlocking effective organizational evolution worldwide.

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