I recently worked with a large organisation that was going through considerable change. This was an organisation that had a long history of stable operations and many staff and leaders had been with the organisation for some time. The change was going to see one main division
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Staff going through change needs support. That support does not have to be large and complex, but one of the things I find makes the biggest difference is actually to build your team members resilience. In an organization if you’re going through change, and you don’t actually
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In order to achieve value from project or programme delivery, it is vital that people buy in to the change journey and are ready to embrace the new capability quickly. To do that we need to ensure that people affected by the project or programme are knowledgeable
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In an earlier post I mentioned some research I have been conducting for two years with more than 200 leaders through a Change Leadership program. I then unpacked the first three of five things leaders need while change is occurring: Visibility of the future state. Involvement in
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In my last post I mentioned some research I have been conducting with more than 200 leaders (senior leaders, middle managers and local team managers) through a Change Leadership program over the past two years. I outlined some case studies and the top five things leaders need
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Over the past year I have had the opportunity to work with senior leadership teams in companies going through large transformation programs. One of the illuminating themes coming out of these consulting and coaching assignments is the perception that senior leaders are often taken for granted and
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In my last blog I talked about the key roles and responsibilities for the development, implementation and monitoring of a business ethics approach in an organisation. With any organisational change we need to ensure that we communicate the right message appropriately to our team members. In this
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In my last blog post I talked about some of the impacts of having a lack of ethics in an organisation. Like any culture change process we need to understand roles and responsibilities. In particular, you need to understand who should ‘own’ the business ethics process and
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I’ve heard of many recent examples of organisations not operating ethically, so thought I would do some research into the area of business ethics. This is a passion of mine I follow through the International Institute of Project Coaching, where ethics drives practice. With all the people
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I am often asked by leaders, and other change consultants, about strategies for dealing with resistance on a project or in an organisation. We know that people often become resistant when they become threatened in some way, physically, psychologically, socially, behaviourally, ethically. So the tactic to manage
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