Most transformations begin with the same invisible
hurdle: denial that sets in because of anxiety and risk, whether
real or perceived. The first step, therefore, is psychological in
nature.
When denial takes over, leaders abandon transformation efforts
altogether or launch insufficient initiatives with underpowered
processes.
This roadblock takes place at the highest level: the CEO, the
C-Suite, the Board, resulting in a "Leadership Paradox":
it is the leaders – not middle management – who are the
main impediment to a transformation.
Driving a transformation requires psychological courage. But
when well-articulated and well-framed —to stakeholders, and
to our internal psyche — a transformation becomes an exciting
undertaking, a competitive weapon, arming the organization to face
its next horizon.
