Over the past several years, a new and distinct leadership model has emerged, particularly among women leaders, called “enlightened power.” While this leadership model has many dimensions, at its core lies a simple but powerful element:change.

Indeed, leaders who practice enlightened power link productive, economically rewarding work with positive and sustainable change in a fast moving, complex world. They embrace change not as a matter of course, but in the interest of producing model-shattering, breakthrough results.

Much more than simply change agents, enlightened power leaders are change masters. So, how does one become a change master? Here are the key action steps.

• Forge a shared purpose and vision in support of the need for change. Change masters do so among key stakeholders and with passion, authenticity and in their own voice. And they proactively spark dialogue around that purpose and vision in an effort to inclusively affect the build-out of supporting strategies.
  
• Align values, operating principles and core competencies with strategy. Especially in situations of large-scale initiatives, the enactment of change may include the need to alter an organization’s values and operating principles (e.g., the manner in which decisions are made, conflicts resolved). New and different core competencies may also be required—when, for example, an organization adopts growth or downsizing strategies. Change masters understand the bottom line results of their strategic investment in the development of their human and social capital in good times and bad.
  
• Create and communicate strategy to emphasize stakeholder benefits. In so doing, change masters address the fear of the unknown. And they do so with respect to the complete array of stakeholders, including customers, employees, shareholders, suppliers and the larger “community” in which an organization is operating.
  
• Enlist ‘passionate champions.’ These are the people up, down and across the organization who want the change as much as—or more than—the leader. Unlike the leader, however, passionate champions often possess the technical skills to execute.
  
• Create laser focus on success metrics and milestones. The two are different— milestones being the critical path checkpoints, success metrics representing the accomplishment of executional imperatives in support of strategy. Success is measured and evaluated from the standpoint of all stakeholders. Change masters celebrate the achievement of success metrics and milestones. They also act decisively and resiliently in the face of the occasional setback.
  
• Lead first – and then get out of the way. Change masters get out in front of the planning and launch of a change initiative. They also know when to let go and how to play the role of champion on the sidelines (jumping back in only to help with course correction and to keep the path clear of political and other obstacles). Why? They understand that excellence in execution comes when others feel ownership of it.
  
• Internalize the change.More than a half-century ago, Gandhi observed, “You must be the change you wish to see in the world.” Those who have mastered the art of leading change personify Gandhi’s admonition—and there’s no better piece of advice for leaders today who wish to become a change master.