Change Management Resources
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Change Management Resources
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Scooped by Deb Nystrom, REVELN
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A Key to Successful Change are Inspired Middle Managers | Harvard Biz

A Key to Successful Change are Inspired Middle Managers  | Harvard Biz | Change Management Resources | Scoop.it

"Research shows manager traits that create success."

     

Nurse Michelle delaCalle faced a room full of people who were discouraged by the organization’s earlier attempts at change. She stood and shared a story of her own about how making people wait for hours in the emergency department seemed like a violation of her caregiving role. Her story seemed to move people. “I could feel my own intensity,” she said, and when she was done speaking, she could tell that people finally understood the need to change.
     

Change efforts often crumble into excruciatingly dull meetings and PowerPoint presentations. This hospital’s effort won’t, I believe, because of people like delaCalle. A mid-level manager in this 5,000-employee hospital, she is leading a 70-member group on patient flow as part of a larger organizational effort. Her ability to lead and inspire — to become a change leader from her position as a mid-level manager — is helping her team produce results.


For instance,

  • flow is improving:  patients are moving from the emergency department to beds faster
  • the number of patients discharged before 11:30 a.m. doubled from 20% to 40% between July and December 2013, and has stayed at that level since.
        

I studied large-scale change and innovation efforts in 56 randomly selected companies in the high-tech, retail, pharmaceutical, banking, automotive, insurance, energy, non-profit, and health care industries.

  • My research found that the majority of the efforts failed. 
  • A hallmark of the successful 32% was the involvement of mid-level managers two or more levels below the CEO. 
  • In those cases, mid-level managers weren’t merely managing incremental change; they were leading it by working levers of power up, across and down in their organizations.
        
Deb Nystrom, REVELN's insight:

There can be change leaders at every level as well.  This example helps illustrate the wisdom of whole system change, where all levels of leaders have the opportunity to share the business case for change throughs stories, as well as lead change and the organization forward.  ~ Deb

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Sales is also about Change Management & Change Leading

Sales is also about Change Management & Change Leading | Change Management Resources | Scoop.it

"The buyer who was 100 percent satisfied last month may have a whole new perspective this month. Here's what to do to stay on top of these changes & keep customers satisfied."

I'm always looking for new perspectives on managing & helping leaders, at all levels, with change. Sales is about staying flexible in realizing your client / customer needs may not stay the same. Some will, some won't. ~ Deb

______________________________


...you’re well positioned to learn about any changes long before your competitors get wind of them – if you make a point of asking.

______________________________


Excerpts:

Change could leave you vulnerable. The buyer who was 100 percent satisfied last month might have a whole new perspective this month – not because of anything you did, but because something about his or her situation changed.

Fortunately, you’re well positioned to learn about any changes long before your competitors get wind of them – if you make a point of asking.


How long has it been since you’ve asked these questions about your accounts?

  • How is your customer’s business different than it was a year ago? 
  • How will it be different a year from now? 
  • Do your products and services deliver at least as much value as before?
  • Is my customer’s business expanding? 
  • Are their needs changing as a result? 
  • Are your solutions scalable – and does the customer know it?
  • Is the customer’s business consolidating? 
  • Downsizing? Are you offering alternatives or leaving them for an outsider?
  • Is your primary contact’s job changing? 
  • Will he or she be more or less influential in the purchase decision? 
  • What would happen if he or she found a new job or got laid off? 


Read the full article here: http://rapidlearninginstitute.com/top-sales-dog/sales-as-change-management/

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Shared Leadership and the University - Approaches to Change, Time to Lead

Shared Leadership and the University - Approaches to Change, Time to Lead | Change Management Resources | Scoop.it

While we often look to one hierarchical leader to guide us through difficult changes, in business and in public life, this may not be what is most effective.


__________________________
 
...shared leadership strategies, though messy, were more effective in establishing change....
even though the academy leans strongly towards hierarchical leadership reliance. 

__________________________



In cases where a large scale strategic or transformative change needs to occur, leadership responsibilities need to shift and often become shared between various individuals or groups. 


Professor Duin and forum participants all shared personal cases where singular leadership was misaligned with the needs of the organization and shared leadership strategies, though messy, were more effective in establishing change that would be by all the parties involved.   
This type of buy-in is often needed in the University setting, even though the academy leans strongly towards hierarchical leadership reliance. 


Whether restructuring colleges and departments to be a more competitive and well aligned university to developing ways for various technology centers to work together to delineate responsibilities, meet the needs of users, and continue evolving with the fast pace of new technology offerings, developing inroads for collaborative co-leadership is key to making broad innovative changes. 

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Deb Nystrom, REVELN's insight:

Here's a reminder of the basics of change, from a higher education perspective.  It's interesting to see the siloed, bridged and shared scope definitions, appropriate to the hierarchies natural to higher education. 

In my own hometown, we have a new president about to begin, along the task of filling key, top-level vacancies in administration. Professor Ann Hill Duin, University of Minnesota has shared forum perspectives on change in academe, particularly what works, and what does not work.   ~  Deb

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Pascal Vedel's curator insight, July 19, 2014 3:15 AM

Une bonne synthèse des divers types de changements...