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Management - Do you run your business or does it run you?

Management - Do you run your business or does it run you? | Managing change | Scoop.it
One of the risks of running a business, especially as a soloist, is that it will take over your life. Here are four key ways to mitigate the risks.

Via Anthony M Turner, John Wade: Coach; consultant; mentor
John Wade: Coach; consultant; mentor's insight:

Good advice. I know many small and micro business owners who are prepared to sacrifice that which is outside their business, for the sake of what should be happening inside their business.

 

Following any (all?) of thse will help mitigate what might otherwise be costly...

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John Wade: Coach; consultant; mentor's curator insight, September 12, 2013 7:59 AM

Good advice. I know many small and micro business owners who are prepared to sacrifice that which is outside their business, for the sake of what should be happening inside their business.

 

Following any (all?) of thse will help mitigate what might otherwise be costly...

Greg Lustig's curator insight, September 12, 2013 10:50 AM

Many if not most small business leaders are too busy creating business to effectively manage their business.Others simply are not good managers which is not a prerequisite for owning a business.In either case ,this results in a reactive management style as opposed to a proactive approach based on planning.Even in large corporations where actual management is delegated to the various members of the executive team,leadership can fall prey to the same challenges as they become too focused on producing projected results for their shareholders rather than actually managing the business.In such cases,the  business seems to take on a life of  its own In which its leaders are forced to react rather than manage.This can be avoided with foresight and careful planing for all foreseeable risks.

Phyllis Smith's curator insight, October 25, 2013 9:13 AM

No matter what anyone thinks about being a solo entrepreneur - you're still accountable for the productivity of your business and you will still wear the many hats it takes to have a successful business.  Don't think its a 9 to 5 job - as a business owner - you're always "on".

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Managing change
Thinking about Change? Oakview provides consulting, coaching and mentoring support to leaders taking themselves and their businesses through change. Please enjoy browsing through these 'scoops' - they may provide exactly the spark you're looking for...
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How to Align and Adapt Culture During Change | Core Values

How to Align and Adapt Culture During Change | Core Values | Managing change | Scoop.it
During change, culture change is often required to achieve the desired outcomes. New behavior and ways of working are examples. This article explores alignment.
John Wade: Coach; consultant; mentor's insight:

Leading the realignment of cultural values, and keeping that which still works, is a difficult act - yet possible, with diligence, focus and care. This well-written article explains how...

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The Secret to Personal Power

The Secret to Personal Power | Managing change | Scoop.it
www.radiantsurvivor.comThere is such a thing as personal power, but most people haven't encountered it even remotely. That's because their notion of personal power aims at the wrong goal. They define
John Wade: Coach; consultant; mentor's insight:

Insights into managing yourself, and then focusing on powerful personal change. Thought-provoking; insightful.

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The Fine Art of Tough Love

The Fine Art of Tough Love | Managing change | Scoop.it
Our greatest teachers are hard on us.
John Wade: Coach; consultant; mentor's insight:

Why 'tough love' might be coming back into fashion - if, indeed, it every went away.

 

Fed up of empty praise, meaningless conversations,  and low expectations? Read this article, and see why many of us prefer the 'tough love' stance implicit within Challening Coaching.

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The John Maxwell Company

The John Maxwell Company | Managing change | Scoop.it
The 5 Levels of Leadership http://t.co/eIE3Ww3BVV

Via John Michel
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John Michel's curator insight, November 23, 2013 6:33 AM

Pinnacle leaders stand out from everyone else. They are a cut above, and they seem to bring success with them wherever they go. Leadership at this high level lifts the entire organization and creates an environment that benefits everyone in it, contributing to their success. Level 5 leaders often possess an influence that transcends the organization and the industry the leader works in.

David Hain's curator insight, November 23, 2013 7:50 AM

Are you aiming for the Pinnacle?

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One in three firms at risk, annual snapshot reveals

One in three firms at risk, annual snapshot reveals | Managing change | Scoop.it
Squeeze on profit margins puts survival of mid-tier firms in doubt, says big four accountancy firm.

 

David Snell, head of the PwC law firms advisory group, said 2013 has been a turning point for the legal sector with the gap between best and worst performing firms widening.

 

‘Worryingly, with almost a third of law firms outside the top 10 recording disappointing net profit margins, our view is that unless these firms can radically restructure their business, their short- to medium-term survival must be in doubt.’

John Wade: Coach; consultant; mentor's insight:

...and yet. Mergers abound; Partners keep their heads down; and some are 'waiting for normalcy to return'. All much more confident than this report suggests Partners should be.

 

There's more pain yet. The question for most law firms is whether they will act quickly enough to do more than just survive. If that...

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John Wade: Coach; consultant; mentor's curator insight, November 4, 2013 3:26 PM

If law firms think their pain is over, this report indicates it's barely started. With almost 200 firms due to close by December if they can't renew their PI cover, high-profile names going into pre-pack before being acquired by hungry aggregators; and clients continuing to demand value for money, improved communications especially over pricing; and alternative fee structures - Managing Partners, COFAs and COLPs - indeed all Partners should be worried.

 

...and yet. There's an almost endearig trust that becoming an ABS or the willing partners in a merger (for which read acquisition) is a silver bullet pathway to instant success. In many firms we see, Partners keep their heads down; and some are waiting for 'business as usual' to make a return'. All much more confident than this report suggests Partners should be.

 

There's more pain yet. The question for most law firms is whether they will act quickly enough to do more than just survive. If that...

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21 Secrets That Will Make You A Better Coach / Coaching Blog / The Coaching Academy

21 Secrets That Will Make You A Better Coach / Coaching Blog / The Coaching Academy | Managing change | Scoop.it

You will not find these secrets in any textbook or coaching manual.


They're from experienced and highly successful coaches who were asked to describe the most important lessons they'd learnt coaching executives through the toughest situations imaginable.

John Wade: Coach; consultant; mentor's insight:

Read on to find out more about what coaches do - and the key is action. To get there s a journey, and you need to want to change.

 

If you do, then things can happen...

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John Wade: Coach; consultant; mentor's curator insight, November 2, 2013 4:53 AM

These are the kinds of things a good coach will be asking you, or your Partners, or your Senior and Junior Associates, or your Managers - if you want to invest in them and their learning.

 

Which means investing in your businesses. Removing - or, at least reducing - the barriers that get in the way of your business running efficiently and effectively. Such as Partner conflict; passive'aggressiveness; lack of motivation or energy; cliques; political interference. Personal behaviours; individual performance; performance management; executive decision-making. The list goes on...

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Transactional analysis: theory examples, articles, diagrams, models...

Transactional analysis: theory examples, articles, diagrams, models... | Managing change | Scoop.it
Free transactional analysis articles, theory, diagrams, plus business training for management, sales, marketing, project management, communications, leadership, time management, team building and motivation.

Via Nicos Kourounakis
John Wade: Coach; consultant; mentor's insight:

This is one of the most succinct explanations of Transactional Analysis that I have read for a  long time. I particularly like the diagrammatic layout of the four Effectve and six Ineffective modes.

 

The explanation given to Adult and Child state  seems to miss some critical points: the Ego-state refers to the client's version of Adult or Child not a 'generally accepted' construct; and Child can have Free or Adapted Child, which gives further sub-dvisions and additional contaminations. Karpman's tDrama Triangle could also usefuly have been given some space.

 

Those criticisms are set against what is an amazing achievement: the ability to abridge many studies and theories into a 24 page summary. I enjoyed reading this, and am reminded of a number of important angles.

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Daniel Chernet's curator insight, October 30, 2013 3:31 AM

En anglais, avec une belle description des modèles de Julie Hay et Anika Moutain sur l'okness et les modes de fonctionnement ok ok

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Abolishing Myths: 7 Levers to Achieve High-Performance Culture

Abolishing Myths:  7 Levers to Achieve High-Performance Culture | Managing change | Scoop.it

Culture is hot. ...we have observed a markedly increasing emphasis on culture.   Case studies are how to achieve sustaining transformational change via  Boston Consulting Group

 

______________________

Leaders ...want to know how to spark the behaviors that will deliver results during the transformation—and sustain them well beyond. 

______________________

 

Leaders trying to reshape their organization’s culture are asking: How can we break down silos and become more collaborative or innovative? Others, struggling to execute strategy, are wondering: How do we reconnect with our customers or adapt more proactively to the new regulatory environment?

 

Leaders overseeing a major transformation want to know how to spark the behaviors that will deliver results during the transformation—and sustain them well beyond.

 

Those involved with a postmerger integration grapple with how to align the two cultures with the new operating model—and reap the sought-after synergies.

 

And those simply seeking operating improvements often ask: How can we become more agile? Accelerate decision making? Embed an obsession for continuous improvement throughout the organization?


Via Vicki Kossoff @ The Learning Factor, Deb Nystrom, REVELN
John Wade: Coach; consultant; mentor's insight:

Some great insights into why some organisations are better able to implement and leverage change better than others.

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Keith Meyer's curator insight, June 12, 2013 6:23 PM

Transformational and Culture change in business have become the focus on how to keep an Organisation on top of it's game.

Deb Nystrom, REVELN's curator insight, August 5, 2013 3:14 AM

The Boston Group full article highlights a path through complexity, featuring, Corference Board style, a list of levers:  1) Leadership, 2) People and Development, 3) Performance Management, 4) Informal Interactions, 5) Organization Design, 6) Resources and Tools, 7) Values (beliefs, ideas, norms.)  


It reminds be very much of the venerable 7S McKinsey model that I've referenced for years that stands the test of time.  ~  D

Harish Maru's curator insight, March 6, 8:17 PM

Culture in an organisation reflects the values of the society. For example in India society is paternalistic. In business context it will result in limiting some person or group's liberty or autonomy for their own good.

 

How an Indian business organisation leverage this value to achieve high performance? It will be futile to go against this social norm.

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Management - Do you run your business or does it run you?

Management - Do you run your business or does it run you? | Managing change | Scoop.it
One of the risks of running a business, especially as a soloist, is that it will take over your life. Here are four key ways to mitigate the risks.

Via Anthony M Turner, John Wade: Coach; consultant; mentor
John Wade: Coach; consultant; mentor's insight:

Good advice. I know many small and micro business owners who are prepared to sacrifice that which is outside their business, for the sake of what should be happening inside their business.

 

Following any (all?) of thse will help mitigate what might otherwise be costly...

more...
John Wade: Coach; consultant; mentor's curator insight, September 12, 2013 7:59 AM

Good advice. I know many small and micro business owners who are prepared to sacrifice that which is outside their business, for the sake of what should be happening inside their business.

 

Following any (all?) of thse will help mitigate what might otherwise be costly...

Greg Lustig's curator insight, September 12, 2013 10:50 AM

Many if not most small business leaders are too busy creating business to effectively manage their business.Others simply are not good managers which is not a prerequisite for owning a business.In either case ,this results in a reactive management style as opposed to a proactive approach based on planning.Even in large corporations where actual management is delegated to the various members of the executive team,leadership can fall prey to the same challenges as they become too focused on producing projected results for their shareholders rather than actually managing the business.In such cases,the  business seems to take on a life of  its own In which its leaders are forced to react rather than manage.This can be avoided with foresight and careful planing for all foreseeable risks.

Phyllis Smith's curator insight, October 25, 2013 9:13 AM

No matter what anyone thinks about being a solo entrepreneur - you're still accountable for the productivity of your business and you will still wear the many hats it takes to have a successful business.  Don't think its a 9 to 5 job - as a business owner - you're always "on".

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Are You Making This Mistake at the End of Your Meetings?

Are You Making This Mistake at the End of Your Meetings? | Managing change | Scoop.it
Five frogs are sitting on a log. Four decide to jump off. How many are left? Five, because deciding is different than doing.”
Decisions are worthless … unless you turn them into
John Wade: Coach; consultant; mentor's insight:

Why deciding isn't enough! The art of getting things done is to ask for a commitment that things will get done. That level of accountability will not just happen - and yet so many people 'weasel out' of either or both asking for or giving that level of commitment.

 

Be warned.

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A different - and extraordinarily helpful - way of thinking about communications

John Wade: Coach; consultant; mentor's insight:

There are very many words and articles about communication. We've encountered many when talking to organisations about managing change, and our experience is that most communications issues happen when transmitter (person sending the communication) and receiver misunderstand. 

 

This article provides some functionality around breaking those misunderstandings down into their constitutent parts. And for good measure has reasonably cogent links to MBTI.

 

Read on...

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9 Stages of Transformational Change

9 Stages of Transformational Change | Managing change | Scoop.it
The "Grief-Then-Growth" Cycle Transformational change just "feels" hard, don't you think? It's an unsettling, unpleasant, "when is life going to return to normal" kind of thing. At least that's the...
John Wade: Coach; consultant; mentor's insight:

The change loop - sometimes known as Sarah (Shock, Anger, Resistance/resilience, Acceptance, Hope) which provides a great tool to help peopel visualise a way through the challenge of change.

 

When combined with other tools and techniques such as those espoused by Kotter and Lewin, this becomes a very powerful model indeed.

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Challinors reported to SRA as second client claims he lent firm £400k | News | The Lawyer

Challinors reported to SRA as second client claims he lent firm £400k | News | The Lawyer | Managing change | Scoop.it
A client of financially-strapped Midlands firm Challinors has complained to the solicitors’ professional watchdog after it emerged he could lose some £400,000 loaned to the partners over the last two years – in a move that has fuelled calls for the...
John Wade: Coach; consultant; mentor's insight:

More questions over the integrity of Challinors partners and the wisdom of their clients - and of the decision of the SRA not to intervene. And as a partnership, I guess the partners are as worried as the staff - more so if they truly have J&S liability.

 

This saga all makes for sorry reading. What was the firm's management thinking? What was the COFA doing?

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Don’t burn out: five signs you need a business coach

Don’t burn out: five signs you need a business coach | Managing change | Scoop.it
You’ve started a business, you’re doing well and think you have all the answers? This might be a sign that you need a business coach.
John Wade: Coach; consultant; mentor's insight:

When the cost of business success is too high, you and those around you can suffer. What are your true values: and how you can be successful without the sacrifice

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Leadership Is About Emotion

Make a list of the 5 leaders you most admire. They can be from business, social media, politics, technology, the sciences, any field. Now ask yourself why you admire them.
John Wade: Coach; consultant; mentor's insight:

If you're looking to manage change, you'd better have credibility; and if you're looking for sustained effort *and* long-term change, it'd be good to have these attributes...

 

We think...

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What you Must Know When Transitioning to a Leadership Role

What you Must Know When Transitioning to a Leadership Role | Managing change | Scoop.it
Define Expectations

How would you like to interact and communicate with your team and peers, how do they prefer it? What's the company culture and how can you set standards and procedures that clearly define your expectations to your team and peers?

Via John Michel
John Wade: Coach; consultant; mentor's insight:

Great success for aspiring and newly promoted leaders

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John Michel's curator insight, November 23, 2013 9:36 PM

Check out this powerful infographic pointing out the key attributes of successful lsenior leaders...and the skills gap that exists between desired competence and existing capability. 

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Why Don't People Follow Procedures? | Especially Changed Procedures ...

Why Don't People Follow Procedures? | Especially Changed Procedures ... | Managing change | Scoop.it
When I was first promoted into management I had a brilliant idea that would radically change some things in my new department and would both impress my manager and show the world that I meant business ...
John Wade: Coach; consultant; mentor's insight:

How I learnt - the painful way - that processes need commitment...

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John Wade: Coach; consultant; mentor's comment, November 7, 2013 4:57 PM
Welcome, Bobby
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Lewin's Change Management Model

Lewin's Change Management Model | Managing change | Scoop.it

Back to Basics: Lewin's Change Management Model is known as Unfreeze - Change - Refreeze, which refers to his three-stage change process.


Via the Change Samurai, Nicos Kourounakis
John Wade: Coach; consultant; mentor's insight:

A rather elderly look at Organisational Change - and yet the process remains essentially the same.

 

As people and change management gets more sophisticated, it's worth being reminded of the three very basic phases: to change requires unlearning and challenging existing practices; finding and implementing the changes needed; and baking them in to 'the way we do things round here'.

 

Even guru Kotter follows this basic premise in his eight steps: even though Lewin really saw twelve...

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Nicos Kourounakis's curator insight, June 11, 2013 9:10 AM

Is organizational change realy a three step process?

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Sulking, shouting or sharing – what’s your company’s culture? - Business Matters

Sulking, shouting or sharing – what’s your company’s culture? - Business Matters | Managing change | Scoop.it

Emotional resilience and conflict management expert Julian Hall of Calm People explores the cultures that leaders accidentally create and the effects they have.

 

The culture of the business will be determined more by the actions of the leader than by the smart words and mission statements they may have on their walls.

John Wade: Coach; consultant; mentor's insight:

I buy this approach, and agree with Julian. It's a great read.

 

See these blogs for related views:

 

http://blog.oakviewconsulting.co.uk/when-did-you-last-get-a-good-listening-to

http://blog.oakviewconsulting.co.uk/a-sense-of-common-purpose

http://blog.oakviewconsulting.co.uk/changing-your-company-culture

 

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Daniel Goleman’s New Focus

Daniel Goleman’s New Focus | Managing change | Scoop.it
What’s your focus?  How do you decide?  Do feelings play a role?
Daniel Goleman’s new book explores the research and practice of attention — which turns out to be a powerful tool to create positive change.
John Wade: Coach; consultant; mentor's insight:

Another tome, and more excellent insights into the Power of Attention - including focus and listening - from the guru of Emotional Intelligence. Learning about how to get and maintain each of these is a powerful tool in the EQ and Change Leaders armoury.

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Coaching your people for success 5 top tips - Ashridge

Coaching your people for success 5 top tips - Ashridge | Managing change | Scoop.it

Coaching your people for success - Ashridge's five top tips, from expert Pam Jones.

 

Coaching is an important tool in any manager’s repertoire. It’s a great way to support and challenge people to achieve more than they thought possible and to encourage them to come up with new ideas and solutions to their own problems

John Wade: Coach; consultant; mentor's insight:

Managers have real opportunities to make a difference to and for their people - sometimes by letting them have their head, creating their own ideas, and committing to action. Because it's their ideas that will gain their greatest interest.

 

Of course, managers still bear responsibility, and coaching has its place: which is why I like the Blanchard approac/matrix where managers are encouraged to review the staff's needs along the twin matrices of support and direction. Where they need more support and less directionm is where coaching works.

 

Try it. You'll get great results. And ease your workload, too...

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How to Handle Difficult People

How to Handle Difficult People | Managing change | Scoop.it
The path to success can be derailed by clashes with difficult people, and even if the clash isn't disastrous, it can make your life very unpleasant. Everyone has a store of coping mechanisms that we
John Wade: Coach; consultant; mentor's insight:

Good article from top commentator Deepak Chopra - and having met and talked to the man, I know he will have spent time thinking about these suggestions at a very deep level.

 

Our own view is that Emotional Intelligence and Transactional Analysis will go a long way towards resolving difficult people issues. The real question in our view is whether their skills and drive, and character and personality, will make the journey worthwhile.

 

We all have a backstory...

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Five Strategic Planning Questions You Must Answer

Five Strategic Planning Questions You Must Answer | Managing change | Scoop.it

As a consultant, I encounter strategic plans that remain too broad.  It’s sad but true. They’re designed to appease everyone and leave room for interpretation.  From my perspective, there are two reasons for this.  It stems from fear or inability to have the tough conversations (and conflict) to get to clarity. Or it stems from the framework we often use in strategic planning which can force broader answers. To avoid being too broad, start by asking yourself the strategic planning questions below. On the surface these questions will seem simple and easy to answer, but when you start to address them, I suspect the answers will be more challenging than originally thought. 


Via paulgreen
John Wade: Coach; consultant; mentor's insight:

This is very common, sadly - especially in the professional services markets where we operate a lot of the time.

 

Attempting to satisfy everyone in a partnership environment - where most firms begin, including those who have migrated to an ABS, LLP or Limited Company retaining their original partnership culture - ends up satisfying no-one. That means no progress, or as we have often seen the weakest or most risk averse effectively making the decision, and the business of being in business gets forgotten.

 

PSF governance is the biggest barrier to their progress. And internal conflict management - or more often avoidance - the biggest opportunity. Meaning internal political management is an essential characteristic of leaders...

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54% of Managers Use Only One Style When Providing Direction and Support for Their People

54% of Managers Use Only One Style When Providing Direction and Support for Their People | Managing change | Scoop.it
The amount of direction and support people receive from their manager directly impacts the efficiency and quality of their work. Without it, people are left to their own devices, have to fake it un...
John Wade: Coach; consultant; mentor's insight:

It's quite astonishing in this age of 'enlightened' leadership, when management learning abounds in abundance, that some managers persist on using a 'one-size fits all' approach. People, including Leaders and Managers, deserve better...

 

Whilst this article focuses on the Blanchard One-Minute Manager or Situational Leadership Model, and on those presumed prerequisites, the principles apply across all leadership and management activities. I'm a huge fan of Blanchard and his approach - indeed, have used it for the last twenty-five years in my employed career, my consulting and interim business, and my coaching business. His model gives managers and staff alike a structure and language to talk about issues, style, needs and development.

 

Which makes it a shame that more than half of the managers surveyed don't (can't?) adapt to meet the way their people need help...

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Comment on Practical Advice for Managing Change Resistance by David Lowe

Comment on Practical Advice for Managing Change Resistance by David Lowe | Managing change | Scoop.it

All the theory in the world is as nothing without practicable implementation - and even then, there will be resistance...

John Wade: Coach; consultant; mentor's insight:

Some useful, if slightly wacky ideas for making change easier for those affected, through improved communications and higher levels of control than are normally 'allowed' - in an innovative and creative way.

 

If the culture of the organisation you work with or for allows it - and even if it doesn't - think of these or a derivative - to make change easier. And so, likely more succesaful...

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