These 11 simple rules, first presented by Dave Packard at HP's second annual management conference in 1958 are timeless. (As we head into Monday, here's some great pointers to make your week a better one interpersonally:...
Many leaders are currently facing the challenge of leading in conditions of uncertainty and unpredictability. Yet much leadership is predicated on the assumption of a relatively stable / foreseeable future - for which plans can be made.
It may not always be apparent but the goals of the Project Management Office (PMO) and agile teams are well aligned. Both groups want to get to the same destination: namely successful projects and happy stakeholders.
Harry Cannon's insight:
PMOs must move on from support and compliance to owning business benefits for the investment made.
For the past 20 years, corporate communication specialists have tried as hard as they can to tailor the message to the frontline... Unfortunately, this violates the Platinum Rule of Organizational Change:
Change is a threat when done to me,but an opportunity when done by me.
Managers often say, "but when I get everyone together to hear their perspective, it devolves into a complaint session." This brings us back to the Golden Rule of Organizational Change:
If you're not getting the response you need, change the stimulus. (YOU)
...this means "ask better questions" and/or structure your meetings to move beyond the complaints to a constructive place.
Unlock change with big beliefs, blue skies, burning platforms and baby stepsThe GuardianIt's a change management tactic that we could all learn from – the kind of thinking that inspired Elon Musk to invent Tesla Motors.
As I thought about Push in the context of Kotter's model, I imagined the table you see above.
In most "less than successful" change projects, the Tops drive steps 1, 2, and 3. Step 4 is the Tops using HR or Communication to PUSH "their" change downhill.
I found it ironic that what Kotter envisioned as empowerment is often the stage where resistance takes over.________________________
Because participation is normally restricted in steps 1, 2, and 3, the Middles & Bottoms lack ownership. People support what they help create. People do NOT support what they do NOT help create. I looked at Phillip's (McKinsey early 80s) change management model and thought about Kotter's 8 steps. This is what it looks like to me:
There are three basic key players in strategy execution: the leader, the program manager and the change management lead.
What if we partnered?
It all starts at the beginning.
....It might open productive conversations and whole new working relationships with them. They may want to negotiate a few parameters in the beginning to get comfortable with this dynamic, but that should be quite achievable.
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