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Change
From Change Management to Change Leadership...
A play on words?
We believe not.
When Daryl Conner and John Kotter trained, infused, and inspired us with their change philosophies, technologies and tools in 1987, we were able to offer real breakthrough value to clients undergoing major organisational change.
Clients like newly formed State Owned Enterprises, Crown Research Units, and corporates involved in M & A's and facing major competitive challenges. In most cases this was imposed change with the change initiatives designed and rolled out from the top. People basically were expected to largely comply with the changes. ("You can have any colour you like, so long as it's black.")
But the world has changed.
While the speed and complexity of change has multiplied dramatically, people within organisations now expect to be engaged in the change process … they expect to be consulted, have their ideas, creativity, and inputs valued, and to contribute to at least the "how" of change, and often the "what" as well.
In short, they expect to be lead through change, not managed. ("Let's work together to decide what colour is best, for the result we are after.")
In turn, they will commit their hearts, minds and souls to the change initiatives, not just their bodies.
What does all this mean?
It means many of the change management technologies and tools are still perfectly valid, but they need to be used within a new context.
Rather than massive revolutionary imposed and often destructive change, we are now aiming for a climate of transformation, renewal, and ongoing constructive change. It may still need to be massive in order for the organisation to remain relevant and add value, but it must be inclusive and engage our top talent on the journey.
Key breakthrough change leadership questions that need answering -
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Why do we need or want to change?
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What is our desired vision for this change, once it is successful?
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What sense of urgency exists?
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How ready is our organisation and our people to undertake this change?
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What competencies will be needed to lead this change?
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What level of skill and commitment do we need and have from the sponsors for the change?
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Who will be critical to succeeding with this change, and how do we gain their commitment, engagement, and input?
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Who will resist this change and why, and how can we best manage this?
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The answers to these questions should inform the development of a successful change leadership plan.
And overall -
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How do we build our corporate capacity for successful ongoing change, in order to remain relevant?
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How do we build the resilience of our people to ongoing change?
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How do I build my own personal resilience to ongoing change?
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Learning Programmes
The best learning is experiential.
We take a customised, action oriented approach, and work with you on real changes that you are planning or are already experiencing.
Programmes include...
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Change Sponsorship Development...
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for those responsible for the overall change decisions, to ensure effective change sponsorship.
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Change Leadership Development...
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for those responsible for leading and implementing the change initiatives with their people, to ensure change success while building trust, and enhancing overall change resilience and commitment.
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Navigating Change Successfully...
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for those who need to accommodate the changes, to build personal change resilience while learning to adapt and personally reposition themselves successsfully.
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Combinations of workshops and one-on-one coaching and mentoring.
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Critique of change leadership plans.
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Access to, and use of a wide suite of change assessment tools.
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What's unique and adds the most value is their combination of integrity and humility. Their willingness to confront difficult issues and give it a crack, along with a forceful expression of the conditions of engagement. John
General Manager
Click here to contact us for more information about particular programmes, or for us to design a programme for your specific needs or for a free consultation on what your needs may be.
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