Gedanken aus dem Buch „Leading In A Culture Of Change – Personal Action Guide And Workbook“ von Michael Fullan.

These days, doing nothing as a leader is a great risk, so you might as well take the risks worth doing.

Leadership is not mobilizing others to solve problems we already know how to solve, but helping them to confront problems that have not yet been addressed successfully.

Effective Leaders make people feel that even the most difficult problems can be tackled productively.

No one can bulldoze change.

Good leaders foster good leadership at other levels.

Moral purpose means acting with the intention of making a positive difference in the lives of individuals, such as employees and customers or clients, and society.

Although moral purpose is natural it will flourish only if leaders cultivate it.

Although change is unpredictable, you can set up conditions that help to guide the process.

Change cannot be „managed“. It can be understood, and perhaps led, but it cannot be fully controlled.

The pacesetter often ends up being a „lone ranger“.

Authoritative leaders need to recognize the weaknesses as well as the strengths in their approach.

We are more likely to learn something from people who disagree with us.

Respecting resistance is essential.

Reculturing takes time and it really never ends.

Leaders must resist the temptation to try to control the uncontrollable.

The role of the leader is to ensure that the organization develops relationships that help produce desirable results.

When the individual soul is connected to the organization, people become connected to something deeper.

Relationships are powerful and they can be powerfully wrong.

Effective leaders are not those with the highest IQs but those who combine mental intelligence with emotional intelligence.

The nature of change includes fear of loss and obsolescence and feelings of awkwardness.

Not all groups within the system will view the same things in the same ways.

Effective leaders know how to build the trust necessary for effective change.

All organizations would be better if they strengthened their capacity to access and leverage hidden knowledge.

People do not voluntarily share knowledge unless the culture favors exchange.

Effective change leaders work on changing the context.

In collaborative cultures, sharing and support create trust.

The organization must frame the giving and receiving of knowledge as a responsibility.

Accessing tacit knowledge is crucial.

Accessing and creating new knowledge from the outside is more complicated.

Leaders and managers must create opportunities for learning.

There must be strong norms of trust and a developmental, risk-taking set of values.

Barriers to sharing must be discovered and removed.

In many organizations, the problem is not the absence of innovations but the presence of too many disconnected, episodic, piecemeal projects with superficial implementation.

Living with change means simultaneously letting go and reining in.

An organization cannot be improved only from the top.

The only coherence that counts is in the minds and hearts of members of the organization.

The most powerful coherence is a result of having worked through the ambiguities and complexities of hard-to-solve problems.

In hierarchical systems, it is easy to get away with superficial compliance or even subtle sabotage.

Beware of leaders who are always sure of themselves.

Slow knowing doesn’t have to take a long time.

Organizations transform when they can establish mechanisms for learning in daily organizational life.

Leaders are not born; they are nurtured.

Modeling and mentoring are crucial.

Individual initiative is required because we can’t wait for the system to get its act together.