Leadership must be able to come to a mutual agreement before starting in a new direction.

As change management progresses from a luxury to a "must-have" for most organizations, best practices to avoid business disruption need to be explored. In many organizational cultures, "change" might as well be a four letter word. Past attempts to enact lasting change have failed, and staff could be resistant to the idea of heading in another new direction. 

Failed attempts to enact change can do more than create a workforce jaded to the concept. When change management is abandoned before it successfully takes root, valuable time and resources are lost, and employee engagement can be negatively affected. To avoid this situation, Forbes explored how preparedness begins with leadership at all levels. 

The article focuses on the importance of leadership having "absolute clarity in purpose and focus" to reach the newly agreed upon goals. Regrettably, the internal politics at many organization can make consensus among the many different levels of leadership a challenge. It is a simple thing to get management to agree that there is room for improvement, but agreeing upon the optimum strategy is where most of the conflict arises. 

Unfortunately, if there is disagreement or confusion regarding the organization's chosen strategy for change management, it is impossible to create an environment of clarity and alignment. To gain competitive ground in markets where there is little room for error, leadership must have clarity of purpose and subscribe to the same vision for the organization's future. 

To gain an opportunity to work outside entrenched internal politics, most organizations find change management consulting provides the perspective necessary to convince detractors to come on board with the agreed upon strategy. These professionals have extensive experience in unifying leadership by clearly and concisely explaining how the proposed changes will allow the organization to face future challenges with renewed vigor and momentum.