In this post the WikiLeaks saga is reviewed and lessons for change leadership identified. The main messages are:
- The main casualty to date of the WikiLeaks affair is the US government’s careful orchestration of international perception;
- The tension between what we say in public and think in private is not just an issue in international diplomacy;
- In business, this tension emerges clearly in times of change;
- Leaders often decline to tell it like it is because they prefer to avoid conflict and challenge;
- These are not good reasons to simply play the game: ‘shadow’ change programmes develop, where all the important decisions are made and deals are done behind the scenes;
- This does not advance the cause of best practice in delivering change;
- Sometimes a more transparent and direct approach is simply more efficient and effective.
This post is presented in pages 1-9: please see below to navigate to specific page numbers. Headings are on page 2.
Please comment on this post whether you agree or not with the messages.