In the dynamic world of leadership, the winds of change are constant. Market fluctuations, economic shifts, and tech revolutions necessitate a journey from the present to the future. Leaders often find themselves at a crossroads, weighing risk avoidance against the drive to lead the market. Our reaction to these forces is fueled by our appetite for change, which is intrinsically tied to urgency. While many share this appetite for change, not all organizations have the capacity to enact the desired changes.

Gabriel’s Story: A Lesson in Adaptability

Gabriel, a pseudonym for a high-flying sales executive, illustrates this perfectly. Recruited by a competitor aspiring to client-centricity and aggressive growth, Gabriel aimed to elevate them from a market follower to a leader in 24-36 months. However, six months in, he questioned his career move. His comprehensive plan for transformation clashed with the company’s rigid structures and deep-seated behaviors. The organization’s capacity for change was markedly lower than anticipated.

Reframing the Challenge

Instead of retreating, Gabriel shifted focus. He crafted a compelling vision for a better future, encompassing clients, investors, and the organization. He emphasized the perils of stagnation and collaborated with leadership and peers to identify necessary changes and obstacles. Gabriel advocated for strategic investments to signal a departure from the status quo and engaged both internal partners and advisors to foster new behaviors. Eighteen months into his role, Gabriel is not just surviving; he’s thriving.

The Unseen Hurdles of Change

Gabriel’s experience is a stark reminder: organizational resistance to change cannot be underestimated. In my experience, leaders often mistake a clear need for change as universally evident. What’s obvious to one may not be to another.

Bridging the Gap from Present to Future

As you reflect on your journey, ask yourself: are your team’s and your own appetite for change in harmony? What happens if there’s a mismatch? How will you make your case for change? Assess your team’s and organization’s readiness and capacity to embrace change. Consider structural, systemic, and behavioral barriers that might hinder your vision. What must be true within your organization to enable change?

Personal Reflection: Balancing Appetite and Capacity

On a personal level, we often find it easier to advocate change in others than to embrace it ourselves. How will you align your own appetite and capacity for change to better lead others through transformation?

Join us in this ongoing leadership dialogue as we unlock our better selves and navigate the complexities of change.