Change Leadership Watch
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Scooped by Deb Nystrom, REVELN
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Want Cultural Change to Stick? Change The Way You Operate - Forbes

Want Cultural Change to Stick? Change The Way You Operate - Forbes | Change Leadership Watch | Scoop.it

"Do you want sustained cultural change ? Until the operations change, NOTHING will stick."


Yeah, yeah.  Change consultants know that cultural change can kickstart with organizational changes or strategic changes that look powerful & imply true change. But it is the work in the trenches, the operations changes that make the difference for going the distance.


____________________________


“Building a team that combined the old and the new was critical to our success."

____________________________


Excerpted, a few of the golden gems:


[Operations] is often the most difficult part of the change process because operations involve ingrained habits, practices, and systems.


It’s worth the effort because corporate culture is the only truly sustainable competitive advantage.  [DN:  I'd add leader behaviors for innovation, coaching & team collaboration support.]


From the Equifax case study:


“Building a team that combined the old and the new was critical to our success.


It was critical for me as a leader to not underestimate the people part, getting people to engage, be willing to support and sustain the change.


Strategy and execution has to be joined by a very strong psychological conversion of beliefs, from the old patterns to the new.” 

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Scooped by Deb Nystrom, REVELN
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Cautionary Change Leader Tales: Seven Habits of Spectacularly Unsuccessful Executives | Forbes

Cautionary Change Leader Tales:  Seven Habits of Spectacularly Unsuccessful Executives | Forbes | Change Leadership Watch | Scoop.it

Yes, there's room for change leaders to "spot these behaviors and  stamp them out from your own"  and your team's repertoire.


These traits can be found in the leaders of current failures like Research In Motion - Blackberry makers, (RIMM.)


They are also cautionary tales for currently unbeatable firms like Apple (AAPL), Google (GOOG), and Amazon.com (AMZN).


Consider the change implications and hubris of these traits:


Habit # 1: They see themselves and their companies as dominating their environment    


(DN:  Can any one leader dominate anything these days?  Rugged individualism is dead.)



Habit #3: They think they have all the answers  (DN:  Again, individualism is dead.)


  • CEO Wolfgang Schmitt of Rubbermaid was fond of demonstrating his ability to sort out difficult issues in a flash. In one discussion about a particularly complex acquisition, Wolf, without hearing different points of view, just said, ‘Well, this is what we are going to do.’”
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  • Leaders who need to have all the answers shut out other points of view. When your company or organization is run by someone like this,  hope the answers he comes up with are ...the right ones.

  • For Rubbermaid they weren’t. The company went from being Fortune’s most admired company in America in1993 to being acquired by the conglomerate Newell a few years later.

Habit #4: They ruthlessly eliminate anyone who isn’t completely behind them  (DN:  Resistance is a resource.  So, oh oh.)


  • It’s both unnecessary and destructive.
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  • By eliminating all dissenting and contrasting viewpoints, destructive CEOs cut themselves off from their best chance of seeing and correcting problems as they arise. Sometimes CEOs who seek to stifle dissent only drive it underground. Once this happens, the entire organization falters.
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