Change Management Resources
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Change Management Resources
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5 Characteristics of a Change Agent

5 Characteristics of a Change Agent | Change Management Resources |

"Individuals that are successful as catalysts for change embody similar characteristics." 

Excerpts from a post by author George Couros:

1.  Clear Vision – and be able to communicate that clearly with others ...[and] tap into the strengths of the people you work with and help them see ...many ways to work toward a common purpose.

2. Patient yet persistent – ...many can get frustrated that change does not happen fast enough and they tend to push people further away from the vision, then closer.  ...change agents to make sure that people are moving ahead.

3. Asks tough questions –...It is when people feel an emotional connection to something is when they will truly move ahead. people think, don’t alleviate that by telling them what to do.

4.  Knowledgeable and leads by example –...leaders have “character and credibility”...they ...can show by example have to not only be able to articulate what that looks like, but show it to others.

5. Strong relationships built on trust – ...approachable and reliable ...and not be afraid to do what is right, even if it is uncomfortable. 

Photo by visualpanic.

Deb Nystrom, REVELN's insight:

Set in a school setting, this helpful list applies to the change agent role in a variety of settings, shared from lessons learned by George Couros, a principal of "Innovative Teaching and Learning" for a school division.  ~  Deb

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Scooped by Deb Nystrom, REVELN!

Top 20+ change management mistakes to avoid

Top 20+ change management mistakes to avoid | Change Management Resources |

"This list top 20+ change management mistakes will strike a chord on what works and especially what doesn't in leading change."

Torben Rick has compiled some classics nuggets to help you avoid the landmines. Daryl Conner's change commitment curve and a Dilbert transformation & change comic are included.


#11 - Failure to understand and shape the informal organization
Organizations usually have networks and coalitions of people that help shape opinion. They can either accelerate or retard change. Ignoring or circumventing these groups can result in increased resistance.

#15 - Lack of Skills and Resources
Organizations often simply fail to commit the necessary time, people, and resources to making change work. Successful behavior change often demands the very skills the change is trying to create.  (DN:  Instead of this being a paradox, create it as a challenge goals with milestones of success, including success stories to share.)

#18 - Using the wrong indicators to measure progress
When a major change effort gets under way, executives often are scared off by the symptoms of their success. Don’t panic if you see problems vis-à-vis morale, job stress, loyalty, the trust level or job satisfaction. It could be proof that you’re doing precisely the right things.

#19 - Assume the change is complete once initial goals are achieved
Declare victory too soon, and the focus will be taken away from your efforts.  Successful companies consistently re-evaluate their change efforts to determine where other areas can be improved, such as employee development and retention, new projects and new systems and structures.

Access the full list here.

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