Locus ~ of ~ Change

The term Locus of Control is fairly new to my understanding. It’s a term used in Psychology that simply refers to how much control a person feels they have in their own behavior (Rotter 1954). From the Psychology lens there are two types people:

1. People who have a well established or strong internal locus of control and believe the events in their life are primarily a result of their own actions

2. People who have a strong external Locus of Control and tend to blame external factors on their personal outcome.

On a personal level this is a powerful concept to grasp.  Essentially, am I responsible and in control of the choices and outcomes in my life or are other people, entities and circumstances responsible for what happens in my life? 

I find this a fascinating concept and one with a lot of powerful implications associated with it that can not only be understood and applied on a personal level but also within the context of organizational leadership, teams, employees and within organizations undergoing change.

So what does this mean for Organizations?

Consider the role of leadership in navigating organizational transformations and current operations. If leadership approaches their current business landscape with a belief in their ability to positively and effectively influence their teams, along with believing they are in control of the outcomes, they set the stage for success. 

Leaders who understand their business objectives (including constraints) and align them with the capabilities of the organization will ensure a successful transition from the present to the future state. Along with this approach, a thorough understanding and inclusion of the people who will be affected and impacted by the changes is required to implement effective and sustained changes.  

Successful leadership during changes requires a unique blend of skills, adaptability, and a profound understanding of human behavior. At its core lies the belief in one's ability to influence teams positively and effectively. This belief acts as an internal compass, guiding leaders to navigate the complexities of change and reinforce a strong internal locus of control. 

To fully succeed, leaders must also possess a deep understanding of the business objectives driving the organization and be able to apply appropriate tools and techniques to support and enhance their capabilities. They must be able to translate these objectives into tangible and meaningful shifts that resonate with the organization's values and goals while leveraging their current capabilities with the right tools. Aligning business objectives with necessary changes is a delicate balancing act that requires careful consideration of the short-term and long-term implications.

Where all roads “Lead”

At the end of the day all roads lead to the people (teams, employees, stakeholders) and this is where building a strong internal locus of control for the organization pays off.  

Leadership must thoroughly understand the involvement of affected people and what it means for them. Change, by its nature, brings uncertainty and disruption, and people's reactions can vary widely. Some may embrace the change, while others may resist it. Understanding the concerns, apprehensions, abilities, knowledge and aspirations of those affected is essential for leaders to create a supportive environment conducive to successful change while also weighing up the needs of the organization. Open communication, active listening, and empathy are vital tools in this regard.

It has been well studied and documented that Leadership must possess a combination of soft skills and technical abilities, not only being adept at building relationships, creating a sense of trust, and inspiring others but also being able to effectively assess their current and future states, communicate the rationale behind any changes and operations, address concerns, provide clarity, training and a well structured plan for transitions. 

Successful change management on the leadership level involves a continuous process of learning, adapting, and refining, while also being open to feedback and showing willingness to adjust their strategies as needed. Fostering a culture of collaboration, innovation, and continuous improvement, leaders can create an environment where change is embraced as an opportunity for growth and transformation. 

By systematically planning for change and anticipating, understanding, and supporting employees through change, leaders foster a culture of empowerment and control and will find success in transitions.

Unmistakeable

The correlation between organizational self-esteem, efficacy, and leadership's approach to change management is unmistakable. Effective change initiatives bolster organizational morale, empowering employees to embrace change as an opportunity for growth. Poorly executed change efforts can erode trust and morale, fostering a culture of resistance and disengagement.

The brass tax of it is: change is inevitably and it comes with costs. Leadership and organizations face a choice, invest upfront in thorough planning, training, and support, or pay the price of prolonged or unsuccessful change efforts down the line.

As organizations navigate the complexities of change, coaching leadership to become proactive change leaders is paramount.  Building a strong internal locus of control for an organization and leadership is no easy task, however it is possible.  

Up Next

In the next article, we will explore practical tools and tips for human-centered change management, empowering leaders to drive meaningful transformation within their organizations.

By empowering leaders and fostering a culture of internal locus of control, organizations can navigate change with confidence and emerge stronger than ever before.