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The current approach of change management is flawed, addressing change management as a project with a distinct beginning, middle and end — with everyone scurrying back to their respective places when it is "done." Reality is that there is no end to change management - it is an ongoing effort.
As the formal leader of your organisation you have the power and influence to exercise considerable leverage over your change initiative, and not just during the start-up phases but also throughout the on-going implementation.
Your single biggest leadership challenge in the whole of your change process is just getting people to change their behaviour...
We reward men for their incompetence while punishing women for their competence.
The traditional command control approach to organisational change invariably starts with the sponsorship of new initiatives from the top. Senior management develop the ideas into a recommendation that is sold to, and resisted, by large sections of the wider organisation. But, it doesn't have to be like that.
Here are my suggestions as how you can handle your boss [and your team] when your organisation’s CEO and senior management has an idea, a vision for a significant visionary change, and/or your organisation is facing major external challenges…
As in any technical revolution, there are many who have still not fully understood, and fully embraced, all the real and concrete opportunities and advantages digitalization can bring.
Resistance is not the primary reason why changes fail. The real problem is that leaders plan and roll out major changes in ways that create inertia, apathy, and opposition.
The scale and pace of change that is now impacting organisations is such that it often cannot be planned for and it increasingly pushes leaders (and followers) beyond their own capacity to handle it.
A review of the CMI Change Maturity Model and the Prosci Change Maturity Model. This article highlights 7 areas that are missing in these models and recommends an organisation wide implementation to build a holistic change readiness.
Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work on a change management maturity model that supports you and your organisation in becoming more agile with clear levels that you can aim for.
Most people don't learn from their experiences. Instead, they resist learning. Transformational leaders counter this by helping teams come together and break through conflicts and barriers.
Each person has 4 core beliefs about a potential organisational change that need to be in place to support that change.
How to lead your people through change, put it all together and manage the whole messy business. “Practitioners Masterclass” takes a holistic view of the key areas that need to be addressed for a successful change initiative – and shows you how to put all this into practise.
This is the emotional dimension of leadership. It is about the leader’s ability to frame and deliver a message that resonates with their followers’ emotional reality and sense of purpose, and it motivates them to take action in a specific direction.
"I have met a lot of higher-ups with 'open door' policies, but from their records, the 'open door' policy felt more like a ‘trap door’ policy.”
The ability to make change happen in organisations is still something many struggle with. Often what lies at the heart of the issue is leaders not leading the change. Challenge yourself with these questions...
An iconoclastic perspective from seasoned change practitioner Jen Frahm.
It all started in the early 90's with estimates [yes unsubstantiated estimates] from Mike Hammer in "Reengineering the Corporation" and John Kotter in an HBR piece:"Leading Change: Why Transformation Efforts Fail".
Google “70% change failure rate,” and you’ll see 1.96 million results. The trouble — and the great news — is that there is no solid evidence that it’s true.
Facilitative leadership recognises that no one has a monopoly of talent, ideas or solutions and that organisational success is a group effort. As an old business friend of mine use to put it: “There is no such thing as a singular success”!
Businesses cannot afford to fall behind with the constant evolution of automation.The biggest question is, how do we ensure that our change management resources keep up with the rapid change in IT development?
What does it take to lead change in today’s modern workplace? The harsh lesson for me was that command and control was no longer king when it came to change management.
A maturity model is a structured representation of the stages of evolution of an organisation, as it transition through various developmental states and stages, in response to the impacts of changes in the organisation's operating environment. It's a powerful tool for navigating through the issues to where you want to be.
Business culture is the single biggest determinant of how people will behave in an organisation. It overrides intelligence, commonsense and the [otherwise] blindingly obvious.
Change Management is often seen as the fluffy part of transformation - the love to the marriage of vision, strategy and IT.
It is no longer enough to find talented workers to meet current skills demands – now organisations must look ahead to ensure they have the ability to compete effectively in an ever-changing digital economy.
Digital transformation requires transformational leadership. If you’re not experimenting, you’re falling behind.
Having established a cultural template of where your organisation is now, you can determine the shape of your organisation after the change initiative and clearly see the gaps between these positions and identify the full impacts of the changes on those people who will be most affected by it, and plan accordingly.
#Leadership: innovates, does things differently and recognises that compromise is better negotiated from a position of strength. #Leadership: offers a vision of where we are going. #Leadership: sets out how we will be different after the change. #Leadership: explains how we will benefit from the change. #Leadership: communicates
Bridging the gap between strategic vision and successful programme implementation is key to realising the benefits of your change initiative.
A drive for change without a clear focus will rapidly fizzle out unless you develop a clear vision of the future that is accompanied with a clear description about how things will be different in the future.
Emotionally committed employees outperform workers merely going through the motions and putting in the minimum effort. Their performance comes from the heart - the type that goes the extra mile and exceeds all expectations. How leaders make people feel in their jobs will have the greatest impact on their performance.
Change is costly. A Gartner survey of 169 SAP implementations in North America, found that only 5% of the overall system implementation budget of a project was allocated to the change management effort. Gartner recommends that companies allocate 15% minimum.
What does “digital transformation” mean? Transformation of what? What is digital anyway? And while we’re at it, What’s the difference between digital and IT?
Companies that avoid or postpone automation in favour of non-automated systems stand the risks of being outpaced and left behind by those that take the risks and embrace automation.
Gartner expects that in the next few years, 80 per cent of medium to large organisations will change their culture as a way to accelerate their digital transformation.
Leadership styles matter, as the primary causes of failure in change initiatives are all people related, and to do with emotions.
Leading and managing organisational change is all about creating and transmitting energy, and emotions are particularly dynamic expressions of energy.
Have you ever been in a situation at work where you felt like you lost your cool? Maybe not in that wildly out of control way, but enough to where you felt bad about what you said or did and wished you’d handled yourself differently?
Personally, I have twice in my career had the misfortune of working for a toxic boss. These guys were terrible to work for and made people's lives an absolute misery, but their "games" were always counter productive...
Change needs to be seen to be led, and a leader is someone whom others will follow. Mmmh...
The traditional command control approach to organisational change invariably starts with the sponsorship of new initiatives from the top and that are resisted at the frontline. Sound familiar?
Imagine an organisational environment where people don't fear change but actually welcome it...
There are many situations where we are not in charge, we do not have formal authority and yet we need to resolve things and get things done. How? Here is a 6-step model:
As a junior employee, you might not feel it’s your place to offer suggestions to more seasoned co-workers. However, that doesn’t mean you should be afraid to speak up when you see an opportunity for improvement or positive change in the workplace.
Engagement and empowerment are now the relevant buzzwords. However, this does not come naturally to many organisational leaders reared, nurtured and sustained in the comforting routines of "command and control". So how does a leader become a "renewable leader", what are the leadership qualities that make this possible? What does "engagement" and "empowerment" mean in practice?
If people are not engaged with the proposed change, and more specifically it you do not have the engagement and support of the "natural leaders" in your organisation, it will fail. The level of engagement is a direct reflection and consequence of the organisation's style of leadership.
Is this why the UK's attempts to leave the European Union [Brexit] are failing?