Aligning Leadership With Change Goals

"We need to get some comms out about the org change. Can you draft something up?" This was a request I got in a former job when I was Head of Internal Comms. A major organisational change was coming but there was a problem. 🫠 I had no idea what the change actually was. Every leader I spoke to described it differently. One said it was about restructuring. Another called it a strategic pivot. A third focused on cost-cutting. But there was mounting pressure to "get something out there" and "do some quick comms on this", as if I could magically create clarity from something that didn't seem to be agreed on yet. Instead of just saying "no", I decided to try something different in the next leadership meeting. "Humour me," I said. "Let's do a quick exercise. We'll go around the table and I want each of you to tell me what this change is about in one sentence." Now I won't lie. They laughed at me at first, because it sounded ridiculously simple and like a waste of time. But the laughter quickly stopped once people started giving their answers. Leader 1: "It's about making us more agile and responsive to market changes." Leader 2: "We're restructuring to reduce costs and improve efficiency." Leader 3: "It's a strategic shift to focus on our core business areas." Leader 4: "We're streamlining operations to be more competitive." Four completely different interpretations of the same "change." And I remember the absolute SILENCE in the room as the penny dropped. How can you communicate about a change when the leaders aren't even aligned on what the change IS? I remember the moment I realised that doing that simple exercise completely changed the conversation. It went from "let's send some comms" to "we need to get aligned on what this change really is as a leadership team." Because one thing I've learned over the last decade is this: No amount of clever messaging can fix a lack of clarity at the top. As you get more senior in your comms career, your job is less about writing words and more about pausing to ask the awkward questions that no one else is asking. There is such power in slowing down and asking good questions. Get alignment and agreement first and this will save you months of dealing with confused employees and contradictory messages. Your curiosity is a superpower. Use it! –––– 🚫 Don’t let an algorithm decide what you read; join 7,677 readers who get my weekly internal comms tips straight to their inbox. ⬆️ Click "Try my free newsletter" on my page to sign up.

I couldn’t ignore this. The recent CEO resignation at The Astronomer following the Coldplay incident is a fascinating case study in leadership accountability and boardroom dynamics. As a Chartered Administrator and PhD holder in Management Sciences, I find this situation particularly relevant, not for the gossip, but for what it reveals about the evolving responsibilities of leadership and the strategic role of governance. In today’s world, CEOs are not just business drivers; they’re brand ambassadors. Their actions whether inside the company or on a public stage carry weight. And when public perception turns negative, it’s the board that must step up and manage the fallout. Here are a few key reflections from a governance perspective: 🔹 Leadership today is 24/7: The lines between personal conduct and professional image are blurred. A moment can cost reputation sometimes irreparably. 🔹 Board independence is essential: A mature board knows how to respond with clarity and integrity, ensuring that decisions protect both the company’s values and its future. 🔹 Reputation is a board-level risk: It must be treated with the same rigour as financial, operational, or legal risks. Governance isn’t only about compliance; it’s also about conscience. 🔹 Culture, context, and communication: In a globalised setting, cultural awareness and emotional intelligence are non-negotiable traits in leadership. This isn’t about judging individuals. It’s a professional reflection on how fragile trust can be, and how vital it is for leadership and boards to act with foresight, empathy, and strategic clarity. Good governance isn’t tested when things are smooth; it’s revealed when the unexpected happens. Dr. Carine Jennings-Ferreira Ph.D

72% of formal culture change initiatives show no meaningful improvement in employee trust, engagement or retention. Nearly three quarters of the time, those glossy values frameworks, company conferences and culture campaigns don't achieve anything. I spoke to Professor Benjamin Laker from Henley Business School this week, and he put it simply: "Culture isn't a campaign. The more you talk about culture, the less people believe you." And it gets worse. In his research, 59% of employees said every week they saw senior leadership actions contradict stated values. I loved Professor Laker's research because it shows what *does* work: when senior leaders changed their behaviour (whether how they ran meetings, how they responded to challenge, how they made decisions) trust scores went up by 26%. Culture change is about show not tell. Read (and hear) more on this week's newsletter: https://lnkd.in/dc4rexcr

Good governance starts on Day One. Too many organisations treat governance as something to be taken seriously only once they are large. In reality the seeds are planted at the very beginning. If shortcuts are taken early, they become habits. When the company grows, those habits grow with it and are far harder to change. At Marico Limited, we made a conscious choice to hold ourselves to high standards even when it slowed us down. Clean books, transparent disclosures, strong internal controls, and a culture of compliance were part of our foundation. It sometimes meant more effort or a delay, but it paid off in trust. The cost of getting caught cutting corners is far higher than the cost of doing things right. Rebuilding credibility can take years. Building it from the start allows you to focus on customers, employees, and growth instead of firefighting. Governance is not a burden. It is an investment in resilience, reputation, and long term success. #leadership #culture #governance #future #success

Most change initiatives don't fail because of the change that's happening, they fail because of how the change is communicated. I've watched brilliant restructurings collapse and transformative acquisitions unravel… Not because the plan was flawed, but because leaders were more focused on explaining the "what" and "why" than on how they were addressing the fears and concerns of the people on their team. People don't resist change because they don't understand it. They resist because they haven't been given a compelling story about their role in it. This is where the Venture Scape framework becomes invaluable. The framework maps your team's journey through five distinct stages of change: The Dream - When you envision something better and need to spark belief The Leap - When you commit to action and need to build confidence The Fight - When you face resistance and need to inspire bravery The Climb - When progress feels slow and you need to fuel endurance The Arrival - When you achieve success and need to honor the journey The key is knowing exactly where your team is in this journey and tailoring your communication accordingly. If you're announcing a merger during the Leap stage, don't deliver a message about endurance. Your team needs a moment of commitment–stories and symbols that anchor them in the decision and clarify the values that remain unchanged. You can’t know where your team is on this spectrum without talking to them. Don’t just guess. Have real conversations. Listen to their specific concerns. Then craft messages that speak directly to those fears while calling on their courage. Your job isn't just to announce change, but to walk beside your team and help your team understand what role they play in the story at each stage. #LeadershipCommunication #Illuminate

Business strategy is like chess in motion. Each move feels familiar to anyone steering a company. A single pawn advances and the whole board shifts. Miss that signal and you’re already playing from behind. Great leaders read the pieces, not just the squares. They spot hidden leverage and protect what matters before it’s under threat. “I’ll react when it happens” is how empires topple, not how they’re built. Use the board in front of you - team skills, market data, time. The next quarter is never won with yesterday’s play book and strategy grows stale the moment you stop adjusting. Here are seven strategic moves for your business: 1. Know every piece by name ⇀ Map each employee’s strengths and unlock roles that amplify them. 2. Control the centre ⇀ Identify the two or three activities that drive 80% of value and guard them fiercely. 3. Advance with purpose ⇀ Push small experiments rather than swing for grand slams. Tiny gains compound faster than one risky leap. 4. Connect your rooks ⇀ Break silos so marketing and product move as one line of attack. 5. Keep your king safe ⇀ Protect core cash flow and never bet it all on a trend. 6. Trade pieces, not positions ⇀ Say no to projects that drain focus even if they promise short-term revenue. 7. Study the endgame early ⇀ Plan exits, talent succession, and cross-training before you need them. A champion reviews every finished match and asks, “What move did I overlook?” Do the same with each project wrap-up to have clarity on what you can improve. What would you add to this list based on your experience? I’d love to hear your thoughts in the comments. ------- ➕ Follow Jonathan Maharaj FCPA for finance‑leadership clarity. 🔄 Share this insight with a decision‑maker. 📰 Get deeper breakdowns in Financial Freedom, my free newsletter: https://lnkd.in/gYHdNYzj 📆 Ready for tailored guidance? Book your Clarity Session: https://lnkd.in/gyiqCWV2

Organizational change largely requires PEOPLE to change therefore it is inherently personal. This is why we need organizational leaders who DEEPLY understand people and their thoughts and feelings about change. Leaders who genuinely engage with and DEEPLY understand people are better able to address the challenges faced in organizational change efforts. They are better able to address those concerns effectively whether that is providing additional information, offering reassurance, or involving people in the change process to reduce anxiety. AND leaders who demonstrate that they understand and care about their employees’ perspectives and well-being are better able to build trust and make people more willing to follow their lead. So how do leaders avoid superficial approaches and develop this ability to DEEPLY understand people? Well, it takes effort in a few different ways: 1️⃣ Listen Actively Make a conscious effort to listen to your employees’ concerns, ideas, and feedback. Hold regular one-on-one meetings, town halls, and feedback sessions. 2️⃣ Develop Emotional Intelligence Recognize and validate your own emotions as well as the emotions of others in relation to change. 3️⃣ Communicate Openly and Frequently Establish and maintain open lines of communication through various channels like email, intranets, social platforms, and face-to-face interactions. 4️⃣ Gather Real Data Regularly conduct surveys, polls, and suggestion boxes to gather honest feedback and gauge employee sentiment about changes. 5️⃣ Co-create Solutions To Problems At team level, organize focus groups and workshops to discuss upcoming changes, gather insights, and co-create solutions with employees. At individual level, provide regular supportive developmental coaching. 6️⃣ Observe to Understand Spend time observing and shadowing people in their daily tasks to gain a first-hand understanding of their work environment and challenges. Think Gemba Walks, not Micromanagement. 7️⃣ Develop People Create personalized development plans that align with both the organization’s goals and individual needs. Regularly review and update these plans in 1:1 coaching check-ins. And in terms of what NOT to do (Because that's just as important). ❌ Do not ignore feedback. ❌ Do not communicate inconsistently ❌ Do not overlook individual concerns What tips would you add here to help leaders to DEEPLY understand people? Leave your comments below 🙏 #changeleadership #changemanagement #leadership #leadershipskills #lean #improvement

Strategy is not a document or a plan. It is a disciplined sequence of leadership moves. Many leaders jump straight to planning and execution. But strategic leadership requires a deeper progression. My friend and Strategy.Inc cofounder Timothy Timur Tiryaki, PhD structures this progression into seven steps in his forthcoming book "Leading with Strategy." I find that sequence both practical and intellectually honest. Unlearn. Strategic work often begins with subtraction. Questioning inherited assumptions about markets, growth, leadership, even success itself. Without unlearning, we simply optimize yesterday. Rethink. Strategy is no longer just competitive positioning. It is reimagining how value is created through culture, business models, and transformation. That requires systems thinking, not isolated initiatives. Discover. Leaders need a North Star. Purpose, identity, and inner compass are not soft elements. They are directional anchors that shape real choices. Design. Strategy becomes architecture. Coherent choices, aligned systems, and clear logic. Not fragmented projects, but an integrated whole. Deepen. The hardest part. Navigating paradoxes and tensions instead of resolving them too quickly. Mining conflict for insight. Staying with complexity long enough to learn. Execute. Clarity must move. Strategy only exists when it changes behavior, resource allocation, and daily decisions. Evolve. Foresight is disciplined preparation. Especially in an age shaped by AI, leaders must cultivate the capability to anticipate and adapt. What I appreciate about this framework is that it connects reflection with action, identity with performance, and thinking with doing. Strategic leadership becomes a meaningful practice, not just a title or ritual. === Tim's book, "Leading with Strategy" launches on March 3 and can already be preordered through the usual channels. If you are serious about strengthening your own strategic leadership, this book deserves a place on your reading list.

Building a culture of operational excellence is like weaving a resilient fabric - each thread must align to create something strong, adaptable, and enduring. In my years leading manufacturing teams, I’ve seen that true excellence goes beyond systems and processes; it’s about inspiring a shared commitment to progress and purpose. It begins with leadership. As leaders, we must live the values we champion - setting a clear vision, embracing data-driven decisions, and fostering an environment where efficiency and quality are non-negotiable. When we model accountability and openness, we build a culture grounded in clarity and trust. Empowering people is at the heart of this journey. When teams are encouraged to own their roles, share ideas, and learn continuously - whether through cross-training or problem-solving forums - innovation becomes instinctive. I’ve seen how even small changes on the shop floor, when driven by collective ownership, can lead to remarkable outcomes. And when this sense of responsibility extends beyond operations - to how we conserve resources and serve our customers - excellence becomes sustainable. By embedding eco-conscious practices and staying attuned to evolving customer needs, organisations build resilience and long-term relevance. Operational excellence isn’t a destination; it’s a mindset. It’s about believing in our people, refining processes daily, and adapting with intention. #OperationalExcellence #Leadership #textile #culture #Manufacturing #leadwithrajeev

Corporate Governance, Ethics, and the Question of Accountability Over the past three to four years, many of us have found ourselves questioning the very foundations of law, justice, ethics, institutional integrity. We frequently speak about human rights, accountability, transparency, global governance standards — yet the application of these principles often appears inconsistent. Individuals facing arrest warrants for alleged war crimes are, at times, able to travel internationally and participate in diplomatic or economic forums. Meanwhile, others — labeled as extremists or terrorists — face immediate arrest, sanctions, or even execution. Recent geopolitical developments, further illustrate how complex and selective international enforcement can appear. These contradictions raise difficult but necessary questions: * Is justice applied equally, or selectively? * Who determines which leaders are legitimized and which are condemned? * What standards are being upheld — and by whom? This tension is not limited to governments. It extends directly into the realm of #corporate governance and leadership. The revelations surrounding the Epstein files exposed how powerful individuals across finance, academia, politics, and business were able to operate within elite networks despite serious allegations and long-standing concerns. Regardless of legal outcomes, the case highlighted how influence, access, and status can create protective environments where ethical scrutiny is delayed or diluted. This raises a broader governance issue: * What due diligence standards are applied when leaders are elevated? * How thoroughly are ethical risks assessed before individuals are endorsed, invited, funded, or celebrated? * Are governance frameworks robust enough to withstand proximity to power and prestige? Corporate governance is not merely about regulatory compliance. It is about stewardship, culture, and ethical accountability. Boards, executive teams, universities, research institutions, and leadership platforms all play a role in shaping who is legitimized and normalized in positions of influence. When individuals facing serious allegations of misconduct or human rights violations are given platforms without critical examination, the signal sent is profound. Influence becomes detached from integrity. Reputation can overshadow responsibility. Leadership cannot exist in isolation from ethics. Governance cannot function selectively. Accountability cannot depend on political alignment or economic convenience. As professionals, academics, and decision-makers, we have a responsibility to evaluate not only performance and profitability, but also ethical track records, associations, and governance standards. Justice must not be political convenience. Integrity must not be selective. These conversations are uncomfortable. But they are necessary. #Ethics #CorporateGovernance #Leadership #Accountability #Justice #GlobalGovernance