Go ahead throw out the first 5 and focus on the sixth. You will fit right in with a lot of the change management approaches….
Continue reading Change Readiness
|
|
|||
|
Don’t assume. And yet for a lot of things you have to. And you have to trust those leaders to do the right thing for their functions. The key to both might be making sure they understand the big picture, the picture from the end stakeholders’ viewpoint and the connection between the two. Call that the 80% and cross your fingers approach. Continue reading The Difficulty of Relying on Others Keep in mind that change is about getting things to happen- likely different than anything your culture is used to. That requires interaction, collaboration and teamwork that will always be reduced with “paperwork” piles that someone insists need to be done. Continue reading Getting things done vs. Making things happen This little rant comes to you because clients keep telling me they can’t get good consultants. As a client keep in mind the good ones work direct and are expensive- especially if you expect to “own” them over a period of time. Continue reading How much should it cost to own a change management consultant? Here is an interesting problem I have noticed in our virtual, global world- genuinely connecting to the farthest stakeholder. The would be the line user/employee likely parked in India, Malaysia or Africa. Distance, lack of broadband and the simple fact that they are literally and figuratively the greatest distance away from the change make it difficult to communicate. Add to that the fact that large organizations typically frown on blanket emails (say you have 10,000 people involved in the change- these stakeholders are in the last 1,000). What you get (or are forced to use) is cascading communications, reliance on Continue reading Getting to the last stakeholder 
A blank whiteboard a week with your team, some color and an open but focused perspective are your ingredients for this effective exercise. Continue reading Fill the Whiteboard Exercise All of this zooms in on the process of informing and making aware to get to understanding and action. It will not happen on the strength of your message or the number of times you say it. It will happen because the change makes sense and your leaders know how to explain and demonstrate getting there (PS that’s change management). Continue reading There’s Communication… and there’s Change Management Chevron uses the term Behavioral Change Management (BCM) for what is usually called simply change management (change control is the term I like to use for the “other” change management). Adding behavior to the title shows they have a higher level of understanding than most organizations and makes it easier to show cause and effect for people and business. For clients, leaders and many stakeholders BCM is about communication inundation and training. For me it is the guiding of perspective and motivation to accomplish business goals. (Kudos to Chevron their definition is closer to mine than the first). I’m pretty Continue reading What is Behavioral Change Management? “Your effort, energy and contribution have been fantastic, but… the way you went about it made a lot of people upset and I am not comfortable with the outcome. “The way you communicate is really powerful, but… You are not using the right channels and getting the right approval. Do you see what “but” really is? It is just a pad to ease into negative criticism. I could just as easily have used as my example, “blah, blah, blah, blah, blah but… everything you are doing is wrong… (I just put the compliment in there so you would listen to Continue reading Careful of your But(s) Empathy and impatience strung together like a word is an oxymoron. There seems to be no way they can work together, but they do. Continue reading Empathy & Impatience |
|
||
|
|
|||
