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Change Leadership - VICSERV Leadership Program

13 June 2016 By Ross Taylor, Beth Fogerty, Elly Wright, Kathy McCormick and Shilpa Ullagaddi

VICSERV Pakenham Leadership Program days 3 and 4

The two program days were all about changes. Change within us, change within our teams, change within our organisation and the biggest change that seems to be on everyone’s minds; change within our industry. 

Change is a funny thing you love it, hate it or tolerate it, we’re sure there are other feelings and emotions that come up when people think of change but these are the ones that come to mind straight away. 

Louise Thomson spoke about change using a rubber band. We thought this was quite a good analogy, how far can we stretch before we are out of our comfort zone and enter the stretch zone. But the stretch zone isn't all negative because it teaches us things and we learn to do things more efficiently. But the real innovation happens in the panic zone where we think and create because we have to. That can be a scary thought but good in a lot of way as there would be some people in our teams that would thrive in such scenarios, as they are left to create and think outside the box. 

This space to innovate could be a key motivator for a lot of people as they are given a purpose that goes beyond their pay cheque. Dan Pink presented through an animation that if people are left to do their jobs, to get better at their work as they do it and given opportunities to work toward something that connects them with their values and passions, then these are fulfilled people. As we get busy doing things the key is as Laura Collister pointed out is that we need to understand who our key stakeholders are and what matters to them. 

This was again a key factor as we had to think about our organisations’ value proposition. Looking into the future with Futurist Paul Higgins (pictured left) motivated us to scan wide and think deep. The importance of understanding the purpose, landscape, climate that we operate in but our doctrine will hold us in the changing climate. What is called for in the world of wicked problems' is continual adaptive leadership.