Stats can help change. They can paint pictures, they can help frame arguments, they can be support for cost. Nothing matches the art of interaction with stakeholders though.
Continue reading Stats and Change
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Leadership Deferral is beginning to be a big issue. The pattern is mirrored in politics and government around the world. It takes a certain kind of arrogance and an entitlement perspective to be one of the really “good” Deferral Leaders. That brand of selfish, non-empathetic approach does not match well with change that requires the participation of stakeholders who see right through the pattern of deferral. Continue reading Leadership Deferral The implementary leader must possess and use a mixed set of skills and competencies. One minute they are strategic and the next tactical. One minute they are the visible leader the next just one of the many stakeholders. With one statement they can explain the make sense nature of the change for themselves. With one question to the stakeholder they can see if they have made the translation from strategy to action. The questions the consultant asks can reveal the implementary leaders capability and capacity or this change. Continue reading Question to Ask for Horizontal Change Strategy- Part 3 Consultant to Implementary Client Designing a horizontal change strategy, especially if a change entity is to be built as part of the plan, requires a consultant with an incredibly broad experience set, and a competency set to match. That same broad strategic expert will also need an empathetic, individual, tactical perspective to help you come up with a strategy that leads you to end states and can be executed. Continue reading Questions to Ask for Horizontal Change Strategy- Part 2 Client to Consultant “Questions to ask for Horizontal Change Management Strategy” was a search to our site. Intriguing it is, and the seed for multiple blog posts. What is the organizations change history? How “visible” is the CEO? What does your performance management system measure? What does your org. chart look like and do you understand its significance? To what extent has your organization devolved into organic interaction?
What is the organizations change history? History is the foundation for change. In the positive sense it is a series of successes and mistakes that made the organization profitable and successful. Less positive it Continue reading Questions to Ask for Horizontal Change Strategy- Part 1 Consultant to Client 
“…highly political process change…” that can be addressed with materials that “…influence mindset and behavior…” is client nirvana. For a consultant or an internal leader that thought process is just scary. Continue reading SCARY Change Management Change cannot happen without credible leaders, a credible change and systems to support the ability to believe. Continue reading Buzz Word- Credibility Webster has given us the 2011 word of the year: pragmatic (adjective) : practical as opposed to idealistic “willing to see things as they really are and deal with them sensibly ” Continue reading Webster Word of the Year- Pragmatic For a consultant satisficing means getting a lot of good pats on the back. It means feeling great about checking things off the list. It means not having to constantly push explanations and intuitive visions of the future. Satisficing is easy really. The problem is when a satisficer stops and looks around they can see that, actually, nothing has changed. Continue reading Satisficing Leaders are not gods. Godly bonuses make no sense. Knowing your organization should feed strategy. Continue reading Leaders, Bonuses, Strategy and Knowing Your Organization |
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