Strategies For Managing Change

I've been looking for a page description on fa...

2011-08-20T17:16:31.375+01:00

I've been looking for a page description on facilitative leadership to guide our Board. This is the best I've found. It is well-organized, clear, and insightful. Thank you.

Very interesting, I have just written some tips on...

2010-12-01T10:19:41.339Z

Very interesting, I have just written some tips on why you should take MSP Training, it can drastically improve your programme and project management.

It is interesting that your perspective of change ...

2010-09-02T15:28:09.300+01:00

It is interesting that your perspective of change focuses moreso on the relationship rather than the change itself. I often see in companies and workplaces how the task of change is heavily introuduced based on the reaction and results of the actual change. Very seldom do I see an analysis of the relationship to further successfully implement the change. Great outlook! Thank you!

Influence and motivation are my favorite topic, so...

2010-08-23T19:37:01.422+01:00

Influence and motivation are my favorite topic, so I just had to share my thoughts on it :)

I think that bottom line people feel motivated and want to do certain things if those things subjectively bring value into their lives. And this applies both at the professional and personal level. That is the only real way you can motivate or influence someone.

Now, the challenge is to understand the specific values of each person and to find a way of motivating her using her values, not yours. This does require good communication, and relationships management skills.

Best,

Eduard

Thank you Mr. Warrilow for this post. I completel...

2009-11-02T10:28:35.430Z

Thank you Mr. Warrilow for this post. I completely agree finding the balance between employee fulfillment and company goals is the key to success.

Hi Stephen, I've published an article on
2009-10-29T15:06:08.970Z
Hi Stephen,

I've published an article on using maturity models.

Your explanation on maturity models excellent and I'm sure a lot of Project Managers will appreciate it. I would love to republish your article on PM Hut, please either email me or contact me through the "Contact Us" form on PM Hut.

Bruce - Thanks for your comment. It's healthy ...

2009-10-29T10:06:04.859Z

Bruce - Thanks for your comment. It's healthy to disagree, and I'll agree to disagree with you!

My "obsession" with change reflects the focus of this site and my website which is all about change management and change leadership.

Stephen

I disagree completely with most of your post (I li...

2009-10-29T08:47:24.736Z

I disagree completely with most of your post (I like th Kotter quote). And I don't see how your comments of being 'born not made' are of any use to anyone (so if I'm not 'born' a leader should I give up trying to learn or develop any leadership qualities).

Your 5 questions do not identity a 'Manager'. I can show you leaders who would answer positively to any of those questions. For example, the first question about 'immediate results' vs. 'mentoring others' is an apples-and-oranges comparison. Are you asking 'I care more for immediate things than future things' or are you asking 'I care more about results than about mentoring.'

You seem to be obsessed with 'change' being the end all and be all in an organisation. 'Change' can be good, but so can stability (it's useless conquering the hinterland if Rome is burning).

My own delineation(http://brucelynnblog.spaces.live.com) is that 'Leaders optimise upside potential; Manager minimise downside risk.' The two need to be balanced and blended in an organisation.

Anyone can learn to do either of these skills to varying degrees. Don't any of your readers think to themselves 'I must not be a born leader.' Your 'labelling' of 'being a leader' is not helpful. It is unproductive pigeonholing and stereotyping.

Good summary. Step 7: And as you make this change...

2009-08-22T22:50:41.253+01:00

Good summary.

Step 7: And as you make this change, build on other things already going on (or other changes). Respect what is already going on in the organization, where it is appropriate to do so. You have to look for these. A change that had all the first 6 steps may have a tendency to steamroll/squash other efforts. Not good for long term health and building #8.

Step 8: "should become part of the culture" - that is the real trick isn't it. I've seen folks bunker down during the tornado caused by a good step 1-6, only to pop up their heads after and, to them, start putting things back the way they were.

Creating the culture is in part to recognize that the "great powers" that caused the change, are not done when they've done their part, they have to continue to support the change. Forever.