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You lead from a position of positive strength. You acknowledge, when appropriate, the difficulty of participating in a journey that has unknown aspects. You rarely call out the replacement of now with something new. Continue reading Change Leadership  CM has done a disservice many times in many places thanks to an emphasis on the wrong things with the wrong perspective… Continue reading Who says Change means you have to give something up? No thesis here. Just a look at what it means to be a leader within a change initiative Continue reading Change Leadership 
“It would help if we could get a better sense of how these things all connect together…I sense there are overlaps and duplications of effort…I just can’t quite picture what this is… I think he reports to… but I am not sure…where exactly was she pulled from in the organization for this initiative?” Continue reading It helps to see the change There is a lot missing in the way external CM consultants are used, leveraged and connected to transformations. Compare these subtleties with the consultant who spends the first couple weeks trying to figure things out, late in the timeline, with two or three people they have to weave through (gatekeepers all) communicating via excel and PowerPoint- because “that’s the way we do it around here”. Uh huh. Continue reading What to Provide your External Change Management Consultant Week One CM is about making straight, clean, nothing in the way connections- from executive to line employee, from idea to end state, from directive to task. Organizations are full of filters, sieves and gatekeepers that sever those efficient ties. Does that mean the if the filter/sieve/gatekeeper obstacles were not there that CM would not be necessary? Continue reading Change Management Filtering Cost cutting initiatives have a lot of CM foundational communication and training. They irreversibly change culture. They tend to leave a wake of negative effect (which starts with the first announcements). They, by necessity (think lay offs) need to have filtered communications so cannot be fully transparent. They are the most difficult type of “transformation”. Continue reading Cost Cutting Change 
Change Management competencies build to a point where a practitioner can handle and do well with big, huge (and as my kids would say NASTY) change. The kind of change that transforms both individuals and organizations. Continue reading Competency Ladder for Change Management Practitioners New Change Management, the kind where the stakeholders are wise and you can’t slide things past them, must illustrate end state and show what resources fit. Doing so clearly reveals what does not fit. Smart change processes tweak, mold and adapt current people/resources into the end state. If that adjustment is not possible at the individual level then empathy and reason have to guide to and suggest other options. Stakeholders will often choose them on their own when they see there is not fit and there is nothing “in it” for them. That can often be the most positive individual change effort. Continue reading WIFM- What’s in it for me? Another one for the shame semantic list 11 new entries into the change management hall of shame semantics list. Continue reading Change Management Words and their Hidden Meanings |
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