- They create orientation, often together with others. To do so, they ensure that courageous decisions are made and consistently implemented. This way, they meaningfully engage people to deal with complexity. Security and direction for one’s own behaviour can emerge.
- They build and hold space for sustainable relationships. They show up as human beings, listen actively, take other perspectives seriously, extend trust, and stay connected.
- They build trust… in themselves, for others, and with others. They create safe spaces where uncertainty and tension can be addressed.
To navigate particularly volatile situations and profound changes, the following competencies are also particularly important:
Awareness of Socio-Emotional Processes
In change processes, emotions such as fear, anger or grief often dominate. Successful change-makers consciously sense and reflect on their own emotions and are also sensitive to the emotions of others. They use their own failures to inspire courage in others.
Role Clarity
Change processes often require new temporary structures and roles. Change-makers operate with a clear role definition and consistently clarify mutual expectations.
Reflection
Transformation increases complexity and leads to contradictions and ambiguity. Change-makers consciously reflect on their own attitudes and motives, seek feedback and are aware of their own impact. They handle mistakes constructively, viewing them as learning opportunities for themselves, others, and the organisation.
Resonance
Change often amplifies differences in perspective. Successful change-makers strive for resonance, foster participation, give critics a fair hearing, and seek external viewpoints.
Collaboration and Networks
Change is too much for one person alone. Successful change-makers consciously build networks and create comforting spaces. They build and are activated in tribes.
Dealing with Uncertainty and Contradictions
In times of change, decisions must be made under even greater uncertainty. Both uncertainty and ambiguity are valuable resources that indicate where people stand in the change process. Addressing these issues requires a process – “a safe space that holds us” – which enables the next evolutionary step. A helpful question in such contexts is: “Is this good enough for now?”
