In the latest installment of McChrystal Group’s Senior Advisor Interview Series, Michael Leckie, the founding partner of Silverback Partners, discusses his career leading transformations and cultural change for organizations of all scope and size across a wide variety of industries. For the past 15 years he has focused on the emergence of the increased need for change demanded by our digital world, and how a culture of learning can bring a workforce forward.
Q: Can you provide examples or draw parallels when working with organizations, especially executives, to emphasize the importance of learning beyond mere training?
A: Let me share an experience I had while working toward my private pilot's license. During one of my flying sessions, my instructor simulated an engine failure scenario. Suddenly, I had to make critical decisions with limited time and resources. This experience taught me the importance of being prepared for unexpected challenges. Similarly, senior executives often find themselves in situations where they're facing unexpected crises or changes that no amount of training can prepare them for. Helping them develop strategies to cope with uncertainty empowers them to navigate complex situations effectively. This coaching relationship allows executives to explore various options and make informed decisions, which are vital in their roles.
Q: Regarding organizational transformation and driving impactful change, have you seen an increase in that type of work on the digital front with the emergence of new technologies?
A: Yes is the simple answer. But this idea of digital transformation has become increasingly common over the last two decades, and I think the reason is twofold. For one, it's exciting and it feels new and innovative. But the other reason is that it’s also easy.
Think of it this way. Yes, we have cars, but now we want self-driving. Really, embracing technology in many ways is a lazy person's game because you can focus on that change and ignore the people. But what changes do we need to make in how we communicate, operate, make decisions, organize ourselves and the things we value? Those implicate us a whole lot more, but humans love change that doesn't implicate us, and often times we think we can just hire the right tech people and transformation will happen. Most organizations are still focusing on the technology and not on their culture. You must have a culture that will accept or embrace the change.
Q: What level of technological or digital competency is required for leaders to undergo such a transformation and be able to bring their teams along with them?
A: I am not a not a technologist, although I’ve faked it enough and worked with a lot of brilliant people. Digital is one of the most common contexts we find transformation being done in because it's easy to see what technology is doing differently and how that creates possibilities for organizations. The technologies that are evolving and showing up are forcing us to ask some new questions, like what if it was possible to do this? What would you do? What if you had this kind of information? What if it came to you this quickly? What would you do? What would you do differently if the world was slightly different, and those technologies created a slightly different world?
To thrive in today's environment, you must be technologically savvy, understanding emerging technologies, their implications for your business, and how they might alter your business model. However, true transformation goes beyond technology; it is fundamentally human. It begins with your organization’s ability to change, driven by senior leaders who must not only adapt themselves but also openly demonstrate their own learning and growth. They should share their experiences, such as admitting mistakes, rethinking strategies, and learning new skills. By doing this, they set an example and create a psychologically safe environment for others to follow. If leaders insist on transformation without personally changing, employees won't feel compelled to change either. Leaders must recognize that initiating change requires them to change first. By openly discussing their own challenges and efforts, they encourage others to engage in the transformation process.
Q: Is the reactivity to put out fires a constant challenge for senior leaders and executives?
A: Absolutely. Change is indeed a constant in today's fast-paced environment. Senior executives, particularly CEOs, are constantly tasked with making difficult decisions and managing competing priorities. They often find themselves in situations where they need to disappoint someone because resources are limited, and demands are high. This relentless pressure can take a toll on their well-being and decision-making abilities. Hence, helping them develop resilience and adaptability becomes crucial in navigating the challenges they face daily.
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