According to Jon Katzenbach, and the other authors of "Real Change Leaders", the most effective change agents within businesses share seven common characteristics. This is probably the case for those who apply themselves to improving the businesses' performance in social responsibility just as they are in every other field.
The characteristics are:
1. Commitment to a better way. They share a seemingly inexhaustible and visible commitment to a better way, and believe deeply that the company's future is dependent upon the change - particularly their part of it - being successfully executed. They see the change target as exciting, worthwhile and essential to the future success of the institution, as well as to their own personal satisfaction.
2. Courage to challenge existing power bases and norms. They develop the personal courage needed to sustain their commitment in the face of opposition, failure, uncertainty, and personal risk. While they do not welcome failure, they do not fear it. Above all, they demonstrate the ability to rise again, and thereby build courage in those around them.
3. Personal initiative to go beyond defined boundaries. They consistently take the initiative to work with others to solve unexpected problems, break bottlenecks, challenge the status quo, and think outside the box. Setbacks do not discourage them from trying again - and again. Certainly they are responsive to top leadership's inspiration, but they do not wait around for it to move them to action.
4. Motivation of themselves and others. Not only are they highly motivated themselves, but they have the power to motivate, if not inspire, others around them. They create excitement and momentum in others and provide opportunities for people around them to follow their example and take personal responsibility for changing.
5. Caring about how people are treated and enabled to perform. They really care about other people, but not to the extent of blind self-sacrifice. While certainly not the corporate equivalent of Mother Theresa, they are fair minded and sensitive to helping other people succeed. They are also intent on enabling the performance of others as well as their own. They do not knowingly manipulate or take advantage of others.
6. Staying undercover. They attribute part of their effectiveness to keeping a low profile; grandstanding, strident crusading, and self promotion are viewed as sure ways to undermine their credibility and acceptance as change leaders.
7. A sense of humour about themselves and their situations. Not a trivial trait. A sense of humour is often what gets them through when those around them are losing heart.
[http://www.mallenbaker.net/csr/CSRfiles/effective.html]
The characteristics are:
1. Commitment to a better way. They share a seemingly inexhaustible and visible commitment to a better way, and believe deeply that the company's future is dependent upon the change - particularly their part of it - being successfully executed. They see the change target as exciting, worthwhile and essential to the future success of the institution, as well as to their own personal satisfaction.
2. Courage to challenge existing power bases and norms. They develop the personal courage needed to sustain their commitment in the face of opposition, failure, uncertainty, and personal risk. While they do not welcome failure, they do not fear it. Above all, they demonstrate the ability to rise again, and thereby build courage in those around them.
3. Personal initiative to go beyond defined boundaries. They consistently take the initiative to work with others to solve unexpected problems, break bottlenecks, challenge the status quo, and think outside the box. Setbacks do not discourage them from trying again - and again. Certainly they are responsive to top leadership's inspiration, but they do not wait around for it to move them to action.
4. Motivation of themselves and others. Not only are they highly motivated themselves, but they have the power to motivate, if not inspire, others around them. They create excitement and momentum in others and provide opportunities for people around them to follow their example and take personal responsibility for changing.
5. Caring about how people are treated and enabled to perform. They really care about other people, but not to the extent of blind self-sacrifice. While certainly not the corporate equivalent of Mother Theresa, they are fair minded and sensitive to helping other people succeed. They are also intent on enabling the performance of others as well as their own. They do not knowingly manipulate or take advantage of others.
6. Staying undercover. They attribute part of their effectiveness to keeping a low profile; grandstanding, strident crusading, and self promotion are viewed as sure ways to undermine their credibility and acceptance as change leaders.
7. A sense of humour about themselves and their situations. Not a trivial trait. A sense of humour is often what gets them through when those around them are losing heart.
[http://www.mallenbaker.net/csr/CSRfiles/effective.html]
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