Don't Try To Change Anyone And Eight Other Ways To Le 844134

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

Dont 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.

Paper For Above instruction

Leading global organizational development (OD) requires a nuanced understanding of human behavior, cultural differences, and strategic leadership. Based on Bob Tobin’s insights, effective global OD leaders must embrace authenticity, patience, cultural sensitivity, and a focus on empowering individuals rather than attempting to change them directly. This essay explores the core principles for successful leadership in global OD, emphasizing authenticity, patience, cultural awareness, inclusive language, appropriate coaching, and flexibility in models across diverse cultural contexts.

Authenticity forms the foundation of trustworthy leadership. Tobin stresses the importance of leaders being genuine and transparent. When leaders are honest about organizational changes, such as layoffs or expansion, they foster trust and reduce resistance. Nelson Mandela exemplified this approach by openly communicating and showing vulnerability, thus earning respect across diverse populations (Lembke & Wilson, 2014). Authenticity creates a climate where employees feel valued and are more willing to participate in development initiatives. Consequently, leaders who display genuine concern and honesty are better positioned to catalyze sustainable change (Avolio & Gardner, 2005).

Patience and deliberate pacing are essential in global OD. Tobin advocates going slow to go fast, highlighting that rushing can lead to miscommunication, misalignment, and frustration. Change processes must be tailored to different countries’ readiness levels. For example, start-up cultures might be more receptive to rapid change, whereas mature organizations or cultures emphasizing harmony, such as Japan, require a gradual approach (Meyer, 2014). Leaders must invest time in assessing cultural and organizational readiness and foster open dialogue, fostering a sense of shared purpose. Patience ensures that change is embedded deeply, reducing the likelihood of failure or superficial adaptation.

Cultural sensitivity and awareness profoundly influence the success of OD initiatives. Tobin illustrates that culture impacts conflict avoidance, feedback mechanisms, and attitudes towards layoffs. For instance, in Japan, firing employees contradicts traditional lifetime employment norms, complicating layoffs during organizational restructuring (Hofstede, 2001). Effective leaders discern cultural norms and adapt their strategies accordingly, such as engaging local managers in layoffs or considering alternative measures that respect cultural values. Recognizing that norms vary and that no one-size-fits-all model exists is critical. Leaders should avoid ethnocentric approaches and instead foster a respectful understanding of local customs and practices (House et al., 2004).

Inclusive language and positive framing are vital in fostering a collaborative environment. Tobin emphasizes avoiding dehumanizing words like competencies or skill inventories and instead focusing on concepts like excitement and learning. Language shapes perceptions; therefore, leaders must use words that inspire and motivate. Additionally, measurement can sometimes intimidate employees or diminish trust, as seen in organizations that overly monitor performance. Companies like Zappos demonstrate that trust and valuing employees can thrive without constant measurement, fostering a culture of intrinsic motivation and satisfaction (Hsieh, 2012). Leaders should prioritize trust-building over micromanagement, promoting engagement and psychological safety.

Coaching, both individual and organizational, plays a strategic role in global OD. Tobin advocates coaching multiple stakeholders, including global CEOs and local managers, emphasizing the importance of mutual understanding and clear communication. Leaders need to visualize and articulate shared dreams and aspirations, which can motivate sustained engagement more effectively than strictly pursuing objectives alone. When coaching, it’s crucial to recognize that aspirations and visions—dreams—serve as powerful motivators creating resilience amid obstacles. This aligns with transformational leadership theories that emphasize inspiring followers by aligning organizational goals with personal values (Bass & Avolio, 1994).

Flexibility in OD models is essential. Tobin warns against a rigid, “one-size-fits-all” approach, emphasizing that models may need to be adapted or discarded depending on local contexts. For instance, a model successful in one country may be incompatible elsewhere, especially in regions with differing work norms or conflict resolution practices. Leaders should recognize and respect this diversity, understanding that organizational culture, history, and societal norms influence change receptivity (Schein, 2010). Embracing messiness and complexity rather than striving for control ensures that change initiatives are integrated authentically and sustainably.

Ultimately, leading global OD demands a mindset that balances patience, authenticity, cultural awareness, and flexibility. Leaders must accept the messiness inherent in cross-cultural change and develop strategies that respect local norms and individual development. By fostering trust, encouraging shared dreams, and being adaptable, global OD initiatives can create meaningful and lasting change. As Tobin concludes, the journey of OD is inherently complex and unpredictable but also profoundly rewarding when approached with humility and a genuine desire to serve others (Tobin, 2013).

References

• Argyris, C. (1991). Teaching smart people how to learn. Harvard Business Review, 69(3), 99–109.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.
• Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. SAGE Publications.
• Hsieh, T. (2012). Delivering Happiness: A Path to Profits, Passion, and Purpose. Round Table.
• House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. SAGE Publications.
• Lembke, L., & Wilson, T. (2014). Trust, authenticity and organizational change: Strategies for success. Journal of Leadership & Organizational Development, 35(5), 447–462.
• Meyer, E. (2014). The Culture Map: Breaking Through the Invisible Boundaries of Global Business. PublicAffairs.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Tobin, B. (2013). Don’t try to change anyone and eight other ways to lead global organizational development. Development and Learning in Organizations.