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NEXT PRACTICE INSTITUTE

 nderstanding and cultivation of an organization’s U core competencies in order to help maximize institutional advantages and maintain strategic focus.

 reater attention and discipline to work G processes such as planning, decision making, how meetings are run, program evaluation, hiring, member engagement, and performance management.

 hile making changes to structure, maintain W acute attention to the human dynamics at play to ensure full engagement and ownership of the intended changes by all stakeholders.

 n orientation of continuous quality A improvement to organizational functioning.

The Wheel of Change can be applied equally well to organizational change of any scope and scale – from smaller, more discrete change projects to renewing, reigniting, or reinventing entire institutions. It is a model that can help to ensure that investing in organizational change will yield transformative and sustainable results.

THE ROLE OF THE TRANSFORMATIONAL CONSULTANT Transformational consultants are catalysts for the leaders and the organizations for whom they consult. Those of us who undertake this role must understand that who we are and how we show up with our clients are primary success factors in supporting Organizational Transformation. All consultants strive to be competent, but the nature of Organizational Transformation places exceptional demands on change agents with respect to our “being” as well as our “doing.” The essence of the transformative approach is captured in the well-known phrase of Gandhi, “Be the change.” This becomes the mantra of the transformational consultant. How do I show up in client

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systems as the embodiment of transformation – present, clear, compassionate, authentic, courageous? How do I “be the change” in a way that activates transformation in all those with whom I come in contact? If we are to engage in doing transformational work with others, we need to commit to our own transformation. Our capacity to more consistently manifest the seven qualities captured in the table on page 9 can be cultivated through conscious practice, and should be seen as fundamental to our professional development. This commitment to self-awareness and personal mastery must be a core discipline for the transformational practitioner.  ROBERT GASS, ED.D., is a Mobius Senior Expert and a leading authority in large-scale culture change. For over 30 years, Robert has been known for pioneering work in leadership development and organizational transformation. Holding a doctorate in Organizational Psychology from Harvard, Robert’s work synthesizes a diverse background in social change, humanistic psychology, organizational behavior, the arts, and spirituality. He is the former President of ARC International, a global consulting company specializing in transformational change with corporations such as The Gap, Chase Bank, and General Motors. Although still engaged with global CEOs, for the last 12 years Robert has dedicated himself to serving those working for social change. Co-founder of the Rockwood Leadership Institute, Robert has trained more than a thousand social justice, environmental, and human rights leaders. For the last six years, Robert has also provided executive coaching and team building with top leaders in the White House. Robert is also a well-known recording artist and performing musician specializing in sacred chant.

Mobius Executive Leadership | www.mobiusleadership.com

Profile for Mobius Executive Leadership

Mobius Strip June 2016  

The Next Practice Institute

Mobius Strip June 2016  

The Next Practice Institute

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