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#2 Blog. Ownership is not given; it is taken.

  • Writer: Hana Chen Zacay
    Hana Chen Zacay
  • Feb 14, 2024
  • 3 min read

Updated: Jul 16, 2024


As usual, begin with the bottom line, here are my two cents on LEADERSHIP today:


Ownership is not given; it is taken.

Leaders should take OWNERSHIP of any organizational change management process. As a leader, you have the accountability for the development of your organization and employees. Try to avoid framing these initiatives as exclusively "consultant led."

Organizational consultants and OD practitioners will guide you through questions of “Why”, “What” and “How”. Learn how to effectively collaborate with them, considering them as valuable tools of every process.



A few days ago, I had a conversation with an organizational consultant colleague from the Israeli Police. It was one of my stops during my career, and eventually had a major impact on the consultant I am today (and yes, I know how to shoot a gun and practiced some Krav Maga 😊)

During our discussion, my colleague expressed interest in gaining professional insights into the "Developmental DNA continuum" that I was conceptualized and implemented in collaboration with numerous commanders from the Tel-Aviv district Police. This continuum served as a framework to cultivate six distinct target audiences within the district, following a sequential pattern. Through a participatory approach, we crafted and executed six comprehensive, long-term developmental programs, introduced a new language, and significantly influenced the overall culture of the district.


When asked for the top 5 tips for a successful change management process, as she embarks on a similar one, my response was grounded in my fundamental role perception as a consultant.

Tip #1 to achieve an organizational impact or embarking on any change management initiative is to pinpoint the most effective means by which the leadership can take ownership of the process. These kinds of processes cannot be framed as "consultant-led initiatives." Individuals follow leaders for their ideas, their ability to conceptualize reality and their accountability, whether in good times or bad.


A basic model that encapsulates OWNERSHIP is the RACI model (Responsible; Accountable; Consultant; Informed), which defines stakeholder roles in project management. Leaders are accountable for any change management process within the organization. It invariably falls on their shoulders. They are the final decision-making authority; all eyes are on them, anticipating their accountability. Failing to take on this responsibility can heighten expectations and create additional stress for those looking at them for directions.

As a leader, genuine care for the development of your employees and proactive efforts to make progress are essential. The most challenging aspect lies in the collaborative effort to shape leadership perceptions. The fine art of guiding leaders to own the development of their employees is very delicate. This is the art of organizational consultants/ OD practitioners.


So? what to do??


I captured additional essential tips, in a nutshell, to guide you as a leader, and consultants, when initiating any change management processes:  


Leaders

Consultant

Define “What” is the outcome and it’s “Why” and OWN it.

What is your vision? Do you see it? It’s yours- OWN IT.  

Analyze the gap between the current state and the outcome you are aiming towards.

Leading a change of any kind should start first with the “Why”. Define it.

 

Guide your leaders to define the “Why” first for themselves and later for the organization.

Making them visualize the outcome.


Design “the” plan from A to Z.

Design the process ahead of time, taking into consideration all players on the board.  

Manage the risk assessment.

Imagine the best-case scenario vs the worst one & how do you want your organization to react to the change?


Design the process and the implementation plan.

Pull the right model out of your sleeves (the one the leadership will most likely understand and relate to).

Understand and map the internal and external ecosystems to be a tool for the process (and not vis versa).

Manag the politics / Navigating the complexities.


Manage carefully behind the scenes who will “play in the show”. Individuals pay attention to every little aspect of the process when it comes to changes.

You want all on board! It will impact their accountability, commitment, and ownership. Manage it in advance.

Walking in between the lines.   It’s time for some magic tricks. Consult the leadership of the best approaches to deal with navigating the complexities of human capital.

Time for Transition- being presence as a key to success.


As the leader who owns the process- be there every step of the way. High self-awareness; Presence; Communicate your vision, plans and challenges; Manage every bump in the road (there will be for sure).

Presence is the key to success here. Mirroring, asking the right questions, challenging the status que, make leaders see other perspectives, be bold and courageous!

 

Finally, remember to ENJOY THE RIDE!


Transitioning from one point to another is a journey that demands time, patience, and resilient leadership, especially through the bumpy roads. A professional consultant can bolster your leadership skills, increasing the likelihood of success. While you will collaborate closely, always recognize that you are the accountable, and that ownership is not given it is taken.


If you wish to delve deeper into any of the topics I've mentioned, please feel free to reach out. I am here to provide further insights and assistance.

 


Leaders ownership over organizational development
Leaders ownership over organizational development

During my time at the Israeli Police amidst COVID-19



 
 
 

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