Page 27 - The Dawn of Transformation

sErving oThErs along ThE Way inspirEs oThErs To TakE up ThE paTh
As a transformational leader leads, he or she shares knowledge and invites others to share theirs as well. The leader inspires others to take up the path and helps them on their own way using these techniques.
The transformation process is not quality improvement and transformational leaders are not managers. Culture change is a transformation of a facility from an institutional model of care to a social model. We seek to completely change current systems not just make better versions of what is already. If you push a little and making something better it only takes a small slide to end up where you started. By scrapping the original institutional model completely and replacing it with the social model, you cannot revert to the original because it no longer exists.
The same thing goes for the leadership of the organization. Mangers and management systems must be replaced with transformational leaders and the systems they create. Managers who once dictated, directed, talked and decided must, in
their role as transformational leaders, ask for input, plan as a team, listen and hand over decision making to the elders and
their caregivers. Those who were previously “managed” should now be supported. In this way, you will become increasingly transparent. Communication between team members takes the form of a constant loop rather than a one directional stream. Your self-awareness relies on feedback loops between you and other members of the team. As a manager you may have had what were supposed to be open and frank conversations with members of staff on a monthly or quarterly formal basis. As a transformational leader helping to grow other leaders, formal and informal communication must be exchanged daily, especially during the transformation process.
The Dawn of Transformation: A Matrix Guide to Change
The Dawn of Transformation: A Matrix Guide to Change by LaVrene Norton and Steve Shields, ©2005 Action Pact, Inc.
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