If a transformation helps the underprivileged, it becomes all the more imperative.
If a leader's vision is contributing to benefiting the poor or making a positive impact on the environment, it becomes a moral duty and not just a task to carry out.
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Certain organizations have the capacity to transform themselves, if the leader who is in charge, has the vision and the will for it.
It's not very often that short-term profitability and a selfish mindset is kept aside for the greater good.
A leader with clarity of conscience and a readiness to speak up can make a difference, and contribute to the greater good of humanity.
Cultural change can be made possible even if a middle-level or lower-level manager puts together a radical vision and gathers momentum from his peers.
Taking challenges continuously, big or small, contributes to your 'challenge taking' skill-building, preparing you for bigger milestones in the future.
The skills that are built, eventually operate in different areas, sometimes in unplanned and unanticipated situations.
Normally, these though may appear in a leader's mind:
The real challenge is to get past these mind traps before the problem starts to appear ordinary.
Corporate transformations can happen from middle managers, and even first-line supervisors, if their vision is combined with determination and helped by the right mindset, leading to support of their superiors and peers.
Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:
Most CEOs think their businesses are being disrupted by digital business models and that they lack the right skills, leaders, or operating structures to adapt.
Being from an older generation, current CEOs are having to learn basic technology and digital marketing methods later in life, which is trickier than growing up immersed in it and puts them at risk of quickly falling behind their younger peers without continuous learning.