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Change Leadership Watch
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Scooped by Deb Nystrom, REVELN
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Tim Pernetti, Rutgers Athletic Director, Resigns

Tim Pernetti, Rutgers Athletic Director, Resigns | Change Leadership Watch | Scoop.it
The circle of those who saw video of a coach’s abusive acts as soon as December was wider than had been understood.


On Friday morning, two days after Mr. Rice was fired, Athletic Director Tim Pernetti resigned, and implied that he was being made a scapegoat.


  • He said his initial inclination when he saw the videos last fall was to fire Mr. Rice, but “Rutgers decided to follow a process involving university lawyers, human resources professionals, and outside counsel.”

    

Robert L. Barchi, the president of Rutgers, placed the blame on Mr. Pernetti and other senior officials who he said recommended that Mr. Rice be suspended rather than fired.

    

The contradictory accounts signaled a deepening discord in the fallout over a decision that has outraged state lawmakers, faculty and students.

Deb Nystrom, REVELN's insight:

A lawyer's report, HR directors, personnel process and administrators aren't enough to balance out the public impact of this coaches behavior on video, now becoming a cautionary tale. ~ Deb

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Scooped by Deb Nystrom, REVELN
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What Behavior Characteristics Do the Best Change Leaders Exhibit? | Daryl Conner

What Behavior Characteristics Do the Best Change Leaders Exhibit? | Daryl Conner | Change Leadership Watch | Scoop.it

How can you be fully prepared to help assess senior-level leaders for change roles?


Daryl Conner, one of the earliest practitioners, author and consultancy for the modern change management practice, is sharing gems in a 2 part series about change leader behaviors.


__________________________


...surfacing obstacles and addressing risks are inherent

to successfully managing change

__________________________


The lists of Leader behaviors are useful references when looking at the leader case studies and examples on this curation stream.


Here are some excerpts from Daryl's 2 part series:

.

  • Approaches change as a process rather than an event
  • Guards the most important change priorities
  • Matches responsibility with authority when assigning change-related tasks/roles
.

                     - Ensures people understand that surfacing

                        obstacles and addressing risks are inherent

                        to successfully managing change

      

                     - Instills a culture where problems that are       

                       surfaced and mitigated early are seen in a positive

                       light, rather than as something to be hidden 

                        

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