In his book, Going Deep, psychologist, Ian Percy outlines a useful change framework. The PIES model helps to chart the depth of commitment to personal, team, or organizational change. The deeper the commitment, the more lasting the change.
The first and most superficial level is Political. Appearances are everything. We make a “politically correct” change to show that we’ll “get with the program.” The next level is Intellectual. Here, a good business case or logical argument wins the day. Facts and analysis convince us the change makes sense. These first two levels deal with the head. They’re about doing the change.
At the deeper third level, Emotional, we’re dealing with the heart. The change feels right. We want to make it happen because it excites us. The fourth, and deepest level of commitment, is Spiritual. We make the change because it’s in step with our deeper selves. The change is a transformation that aligns with our sense of purpose. At this level, Ian explains, “there is no gap and no separation between belief and action. The gap has been filled by the very essence of who you are. You and the object of your commitment have become one.” This is about being the change.
Tomorrow we publish my July blog post in the August issue of The Leader Letter. This issue starts with a look at balancing the head of management and the heart of leadership. Do people make changes because they’re pushed and feel they have to, or do they make changes because they’re pulled and want to? To lead is to take ourselves and others to the deeper levels of heart and soul. That’s especially important in these turbulent times.
A core element of strong leadership is a culture of openness and transparency. People speak their truth. Respectfully and tactfully, like a good game official, they “calls ’em as they sees ’em.” A sign of poor management is smothering silence. This fosters a moose infestation. In this issue, you’ll see moose tracks and find links for moose hunting.
Strong leaders build confidence and energize people for the long haul with small wins. We’ll never run a marathon a day for 143 days like Terry Fox. But like him, we need short-term goals and a sense of progress to keep us moving forward. You’ll find suggestions to engage and energize heartfelt effort.
Helping people want to change is a vital beginning point. Helping them learn how-to change is then pivotal. But many studies show a “great training robbery.” Most learning and development efforts don’t work. Often, they’re wasteful and impede progress. Or learning and development ignites deep, transformational change. We’ll look at four factors that distinguish success or failure.
Hope you dig into this issue and deepen your leadership.