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I am equally shocked, puzzled and surprised by the things I see on engagements that internal stakeholders do not (or choose to ignore).
Here is a short list:
Stranded executives Serial “delegators” Underutilized junior talent Leaders placed above their capabilities Be nice ineffectiveness Upper level leadership weakness Lack of end state vision Big projects treated as small Small projects treated as big
Stranded executives
This shows up on my first couple of days of looking at the org. chart. There are usually one or two stranded executives. They are high up the ladder with few, if any, reports. It
Continue reading What a Change Management Consultant Sees
Change management consultants (especially external ones) should try to be the keeper of the keys when it comes to access. The consultant obviously does not make the ultimate decision about who sees and touches when, but they need to influence. It is surprising how little thought goes into the people aspect of access and availability.
Continue reading Access- Change Management Consultants as Guides
In this age of virtual dial in meetings and desktop sharing collaboration good old fashioned brown bagging (especially with a global field trip) is incredibly powerful and valuable. These loops (whether done like my leader example or with the change management consultant) are the glue to get to end states.
Continue reading Creating Change Ambassadors
Bev Scott and Jane Hascall have a short little write up on Google docs, “Inside or Outside: Internal or External Consultants” that has a great chart comparing the strengths of each. To sum up:
The external is good for high level, broad transformational strategy, coaching executives, can add expertise, can bring in comparisons, can validate stretch ideas etc..
The internal is good for speaking the jargon, knowing the culture, staying power (since they are likely “cheaper”- my quotes), are tactical and have a sensitive inside focus.
I have to agree with each of the items.
But then I look at
Continue reading Internal vs. External- why is it either or?
Feel free to use my obstructionist list, copy it etc. Don’t feel like you have to do just one step per initiative. The steps do not have to be in order. Now go out there and enjoy standing in the way of change!
Continue reading 29 Tips for Obstructing Change
Checks and balances is fine. Structure, process, status quo and culture serve certain purposes within an organization. This list satisfies security and carefulness. Each one tends to fly in the face of speed and change. Externals, with swift footwork, can poke holes in any one of them to move people and organizations toward change.
Continue reading Speed and the External Push
When my daughter was three we taught her about Filler Words. “Some are words, but do not fit. Some are not words at all. Some words tell the person what you are thinking.” We said to her. She, to this day, does not use filler words. (You can’t imagine how refreshing this is). She took it one step further, at four years old, and decided to educate the world- or at least her version of the world.
Every grocery checker, every gas station attendant, the librarian, her preschool teacher and all my friends were instructed on Filler Words each
Continue reading Filler Words- Find yours and throw it (them?) away!
If I know the change makes sense at some level then I can imagine an end state (for myself or the organization). With that I can figure out what I carry into that scenario. THEN I can evaluate what gets left behind
Continue reading Actual versus Desired… not again
When budgeting for change initiatives it is important to separate what used to be considered one role into three- the ACTUAL change management person, a dedicated training person and a communications/administration assistant. If you do not the the CM will be spending ALL of their time on training documentation, email lists and scheduling rooms. You will have a very expensive administrative assistant.
If you hamstring your CM into training and administration:
Little time will be spent branding the initiative for visibility and to organize information Forget brown bag sessions (so you lose translation of vision to work, feedback for design,
Continue reading Change Management- 3 Important, Separate Roles
My own version of the change process and a little commentary. No curves, No troughs of doom. Just an arrow and stages.If you absolutely have to have some curves make a roller coaster through my stages.
Continue reading Garrett’s interpretation of the change process
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