REALISTIC EXPECTATIONS

The roots of the attitudes and behaviors we seek to transform may be planted in body memories formed long before we learned to ride a bicycle, and may last just as long as that remarkable piece of programming.

When we grow up speaking one language and learn another later in life, we will retain the accent of the first. Our mouth and tongue have learned to form certain shapes and continue to do so. We can reduce the accent, but not eliminate it. So it is with the core behaviors of our personality. It will help us remain supportive if we bear in mind a few things about transformation efforts:

Don’t expect perfect responses; leaders are no more perfect than we are.

Expect to see more balance between strengths and weaknesses, not a total transformation of character.

Look for a shift in emphasis between competing values—perhaps more concern for the people and process and less for the outcome regardless of human costs.

Expect more consciousness of certain actions and the effects the actions have, not the immediate cessation of those actions.

Recognize that when individuals become aware of doing something “wrong,” it is a precursor to their being able to check themselves and do it differently.

Anticipate regression under pressure; recognize it as a natural part of the learning cycle and an opportunity for further growth.

We can acknowledge our disappointment or anger when we see old behaviors still at work, but not let those feelings derail our support for the process. The courageous follower participates in transformation within the larger context of the group’s mission and doesn’t fixate on the failure to transform every detail and action. We are aiming for better balance and the ability to achieve the organization’s purpose. These are realistic and important expectations.