The concept of situational leadership has profoundly affected how people manage and lead in the workplace. This episode explains and simplifies the concept and explores its implications for managing change in organizations.
In this episode we discuss the meaning of success - in consulting and in change implementation - and what it means to be known for “moving the ball.” Spoiler Alert: It means everything!
As we’ve commented before, political correctness has affected coaching, and according to the so-called experts, what many of us call coaching is supposed to be called something else. In this episode, we discuss the many kinds of coaching relationships that exist and can produce real value - often despite being “inappropriate.” What you call it is not really important, as long as it works.
The latest buzzword bandied about town these days is “transformation” - and for once, we think this is a good one. This episode explores what is generally meant by the new term and points out some important distinctions it underscores - distinctions that are important for implementation professionals.
One of the nuts-and-bolts issues theory rarely covers, the tracking of change projects to ground is often what makes or breaks projects in the trenches. Proper tracking provides the early warning signs project managers need to prevent problems and keep things on track; it also provides the visibility executive sponsors need to support initiatives effectively. However, the logistical problems associated with maintaining up-to-date information on the various pieces of a change project easily overwhelm the resources of most projects, so adequate tracking is usually sacrificed. This episode covers how new technology is being used to overcome this age-old challenge.
In industries where people tend to be smarter than average – like health care, IT, and engineering – managing change can be very different… but not in the ways you would probably expect. This episode explores the difference between individual and group intelligence and the impact this has on the change implementation process.
Business professionals faced with change challenges often turn to templates for answers. In this episode, we explore what a template is… and is not, what your expectations should be, and how to use templates in your own change situations most effectively.
Just about all change projects involve information technology (IT) to some extent, so we’ve decided to focus some time on this important area of change practice. In this episode we discuss how often IT projects achieve technical success - that is, all the machines and software work the way they should - but nevertheless fail to meet business expectations. We talk about the implications this situation has on both IT and business professionals. Finally, we discuss an assessment tool we are releasing on this site that you can use to evaluate your IT projects to pinpoint what you need to buck the trend and achieve both technical and business success.
You can find the assessment tool at: http://www.implementchangenow.com/risk3
Often the specific answers that people want can only be found by drawing on a very profound understanding of an area of knowledge. Problems can occur when someone who understands the desired specific answer - the “Reader’s Digest Version” - thinks he has mastered the entire body of knowledge from which it comes. Increasingly, this is becoming a problem. Every area of study is becoming deeper and deeper at the same time our fast-paced world demands answers faster and faster.
This episode explores how business people, technical experts, and change professionals all fall victim to this common pitfall.
Misguided and unprofessional attitudes among change professionals, both outside and inside target organizations, are surprisingly common. Here is some of the things we have heard inside the trenches, why the attitudes they reveal are not just wrong - but wrong-headed, and how they can destroy your implementation efforts.
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