“Move out of your comfort zone. You only grow if you are willing to feel awkward and uncomfortable when you try something new” (Brian Tracey) In an accelerating, disrupted and challenged world, change visions are becoming more stretched of necessity. More and more executives, in their ongoing quest to become industry leaders or having a…
There may be great excitement for most people when moving to a new place of residence – usually an upgrade on what one had previously – but this excitement is typically counter-balanced by the arduous task of packing and unpacking, sorting and throwing out and coping with a messy environment. Of particular irritation is the…
In major change initiatives, once the design is complete and the change project begins, there are two fundamental change processes: planned and emergent. Conscious change leaders orient to both – attention needs to be given to emerging dynamics and the plan should be adjusted as necessary. Dean and Linda Anderson (Beyond Change Management) note the…
“Smart leaders today engage with employees in a way that resembles an ordinary person-to-person conversation more than it does a series of commands from on high, instilling a conversational sensibility throughout their organisations” (Groysberg & Slind) Achieving organisational alignment during change interventions – across new processes, systems, procedures and the application of human and other…
Business leaders are being stretched – having to make tough choices and subsequent changes for improvement, or even survival, in difficult financial times. These changes affect people, structure, processes, tasks and systems, so effective communication becomes essential during the whole change process (pre-implementation, during implementation and post-implementation). There is a big difference, however, between communication…
Businesses can be wildly successful at change – exponential results could become achievable consistently. Greater profitability, growth in market share, improved customer satisfaction, engaged employees, stakeholder commitment and product innovation all become possible once potential is tapped and actualised. Unfortunately change success statistics suggest otherwise – 60% – 70% of all change efforts fail to…
