Four Lessons from Nelson Mandela about Leading Change
In the movie Invictus, national rugby team captain Francois Pienaar faces a challenge shared by most South Africans: He’s asked to change his beliefs and his ways. Newly elected president Nelson Mandela has set bold objectives for racial reconciliation after years of apartheid. The movie beautifully depicts the true story of how Mandela influenced Pienaar and the entire country.
Like Mandela, you and I have opportunities to lead and influence change in our organizations, communities or at home. For example, maybe you’re like U.S. Bank CEO Andy Cecere, who last week sent an email to employees saying that collaboration and engagement was suffering due to remote work so he’s trying to get people to change their working patterns and return to the office.
If you have leadership influence, you have opportunities to promote change somewhere.
Whatever change you’re trying to promote, let’s learn lessons from Mandela’s approach to leading change:
1. Change starts with mindset. In his great parable Who Moved My Cheese, Spencer Johnson declares that “the biggest inhibitor to change lies within yourself, and that nothing gets better until you change.” As we see in the film, Mandela recognizes this as well. He knows that, first and foremost, the country needs a mindset shift. Despite the initial confusion of his advisors, he commits his energy to the success of the national rugby team because he realizes the team has the greatest opportunity to captivate the psychology of the nation.
To ensure this happens, he directly intervenes to press the team to keep the apartheid-era colors and name so as not to alienate whites, while at the same time inviting the team to volunteer to play rugby with children in black neighborhoods. He wants EVERYONE to see the team as a model of reconciliation and change. He’s hyper-aware of the mindset of all stakeholders and he makes the HIGHEST commitment to do what it will take to influence the way they think about the change.
As you lead and influence, are you making the positive psychology of your stakeholders your greatest commitment?
2. Change succeeds when its value is clear. Early in the movie, Mandela invites Pienaar to his office to impress upon him the importance of national unity and change. He explains why he spent 27 years in prison fighting against apartheid and why he’s now focused on reconciliation, not revenge. It’s in this and other meetings that he reminds everyone of what’s at stake.
People resist change because it is usually uncertain and uncomfortable. They ask themselves, “Will this change hurt me or help me?” That’s how humans survive. Each of your constituents are asking themselves the same question right now regarding whatever change you’re advocating. Have you consistently made it clear what’s at stake?
3. Change is supported when people are involved. Dale Carnegie famously said, “People support a world they help create.” If people feel they are part of the solution, they tend to own it. Mandela demonstrated this well. Rather than anxiously involving himself in all of the change efforts, he listened to others and allowed them to step up and take responsibility.
For example, on his first day in office he invites the former administration staff into the work to be done:
We need your help. We want your help. If you would like to stay, you would be doing your country a great service. All I ask is that you do your work to the best of your abilities, and with good heart. I promise to do the same. If we can manage that, our country will be a shining light in the world.
How well are you inviting others into the change you’re trying to lead?
4. Change is sustained through personal communication and connection. Mandela made time to communicate. No one forced him to regularly meet with other heads of state to lay out his vision. No one required him to give speeches promoting the investment opportunities in South Africa. He didn’t need to diligently remember the names of so many people. No one expected him to have personal conversations with secret service members, rugby players, and staff members. He did so much communicating despite not being required to do it to get the job done. He communicated because he knew that trust and understanding depended on it.
How much time are you making to proactively communicate and connect with all stakeholders?
When the South African rugby team shockingly defeats the powerful New Zealand All Blacks in the World Cup championship and Francois Pienaar steps to the podium to accept the team trophy, Mandela says, “Francois, I want to thank you most sincerely for what you have done for our country.”
As they shake hands, it’s incredible that Pienaar would be thinking about anything other than the rugby championship, and yet, he responds by saying, “Mr. President, I want to thank you for what you have done.”
Benjamin Franklin said, “Change is the only constant in life. One’s ability to adapt to those changes will determine their success in life.”
How well are you leading and influencing others to change?
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