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"There’s a time to stick to your strategy and a time to divert from it."
Precision is the first type. known as tactical performance. It is about rules, checklists, and standard operating procedures and then following them closely. [It’s so that] …Starbucks baristas make your latte the same way across cafés, or when a software engineer delivers the expected features each sprint, you are witnessing tactical performance.
The other is adaptive performance, is how effectively your organization diverges from its strategy. It manifests as creativity, problem solving, grit, innovation, and citizenship. It is how organizations adapt to VUCA - volatility, uncertainty, complexity, and ambiguity, where technology and strategy changes rapidly. …[It when] Starbucks barista adapt their greeting to make you feel personally welcome, or an engineer lean over to help a colleague solve an unexpected problem.
Via Deb Nystrom, REVELN
In one of our most-read articles here on Leadershipwatch ‘What Does Change Mean to You?’ I describe how change always has been and always will be a natural part of our lives. We’ve dealt with change ever since we humans started to wander this globe. We have seen over and over again how it works, how we can turn it into a motivating, inspiring and successful experience instead of feeling burdened by it. But somehow some persistent myths about leading change are still alive. These myths hinder us instead of helping us. It is time we stop believing them.
Let me give you a quick overview, some food for thought, and then hand it back to you:
Via David Hain
In any improvement process, managing the influence of change and the anti-change culture will be one of the most difficult tasks.
When people work in silos, different units and capabilities are pulled in when the time is right. Legal might hand off to marketing, or the user experience team is consulted only after design is completed. This approach won’t cut it in today’s mobile- and social-first digital world, in which everything has to be simple, seamless, and intuitive from the start. And it particularly doesn’t work when it comes to digital and technology initiatives. It’s hard, for instance, to develop a cohesive and unified digital vision when 68 percent of digital and tech spending occurs outside of IT budgets.
Building a working environment conducive to collaboration is key. Rather than encourage people to toil in isolation or only with their peer groups, modern working environments must allow for a cross section of specialists to be in close proximity to one another, even if that closeness is achieved only in cyberspace. When they learn how their teammates work, colleagues will develop the next imperative for a connected workforce: the ability to understand one another’s working language.
Via David Hain
Change is changing - Riding the wave of change. Do companies no longer need change management processes. They need change leaders
Without work, we may drown in a sea of possibilities – or starve from no possibilities at all. The start of work means the end of freedom but also of doubt and wayward desires. “The accountant’s ten thousand possibilities have been reduced to an agreeable handful. She is a Business Unit Senior Manager, rather than a vaporous transient consciousness in an incidental universe.”
Life is no longer mysterious, sad, haunting, touching, confusing or melancholy: it is a practical stage of clear-eyed action when you’re at work.
Even when your workplace is not Utopia – work gives structure, meaning, and identity. Even when you don’t like your job. Like those many adults who spend their entire adult lives working at jobs chosen by their sixteen-year-old selves….
Via David Hain
1. Sorcery - Leaders attempt to change culture with a single magical approach. Whether it is “Lean manufacturing”, “Results based decision making”, “Customer focus” or “Process re-engineering”, leaders attempt to find the silver bullet of changing their culture. Whilst methods of improving quality or focusing on customers or improving efficiency help to give a focus to why we want to change culture, they in themselves, do not change culture. When a single focus approach is used, a short term improvement in culture is quickly overtaken by a return to the normal way of working.
Via Virtual Global Coaching
This is the sixth in a series of articles that discuss the 3P Change Equation approach to change in any organization – the foundation of my Fired Up & Focused keynote and workshops. Realizing a need for change and having a plan to stimulate change are very different. Making any type of change to the status quo is never easy – it’s even more difficult without a clear change management plan to help guide your organization through the disruption, chaos and unfamiliar territory that is brought on by change.
Via Virtual Global Coaching
What’s hard about change management for digital transformation projects? Rahul Gupta of Capgemini explains.
Via Virtual Global Coaching
While big data has many potential benefits, it's also a double-edged sword that could pose risks to privacy or abuse when data falls into nefarious hands.
Via Virtual Global Coaching
Learn how “going for breakthrough” radically increases your chances of achieving transformational change in business results, culture and leadership.
Via Virtual Global Coaching
A small set of people-focused conditions set the stage for change. If you don’t execute, brace for pushback.
Via Mark E. Deschaine, PhD
THE 12 EMOTIONAL STATES OF CHANGE
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“Acknowledge the impediments to change and tackle them with cultural change from the top. Make sure those people you challenge to be the catalyst for change have the necessary knowledge of the business at hand, competencies, and respect from others. And empower them to win the battle.”
Via David Hain
The critical factor when it comes to deciding on or agreeing to doing anything differently (this is a simple definition of change), is that there is usually something beneficial in it producing a co-created outcome.
Put simply; draw your leaders out so they understand not only the reasons for change, but also how they can influence the way that change is implemented - this will mean they feel part of the solution.
The same goes for bringing about change within the team; really involve them, talk to them at length, listen to them at length, ask for their solutions and find ways of incorporating their ideas for the changes needed, as well as good reasons as to why some of their ideas may not be applicable.
These days it’s less ‘business as usual’ and more ‘change as usual’ as our corporate environments (and world!) are in a constant state of flux. It means that change management itself is almost a dying trade being rapidly replaced by schools of thought around change leadership, agility and collaboration.
Change champions tend to pay attention to the upside of their future vision and the downside of today’s status quo. For example, those who are passionate about customers are hyper-focused on building relationships for the long term. To them, resistors seem greedy or blind.
Conversely, resistors pay attention to the downside of the change and the upside of the current state. They see the risks. When change champions refuse to discuss an issue, resistors assume they are hopelessly naive or sinister actors trying to pull the wool over everyone’s eyes. To them, it can seem fiscally reckless to divert attention from the financial aspects of the business to softer issues such as customer experience. Which of them is right? “They both are,” says Jacobs. “But each is only half-right.”
In the worst-case scenario, “us versus them” thinking devolves into factions that compete but never really engage.
The solution is to reframe how we think about resistance. Rather than assuming critical thinkers are resistors, we would do better to treat them as guardians. Guardians see what needs to be protected, and the trust that can be destroyed by a broken promise or a shortcut. Who else will ask the hard questions?
Via David Hain
How to implement successful organizational change management? How to lead organizational change? How to reinvent your business?
To achieve true transformational change, CEOs must have more than a strategic plan. To effect actual change, they need to understand how biases — their own, and their employees’ — can shape behaviors and decisions, and prevent them from achieving what they set out to achieve.
CEOs need to be especially aware of how the subtle forces of bias can operate in our subconscious and influence our choices. Let’s take a look at the two I see most often: loss aversion and conformity.
A few years ago, I learned about the concept of ‘2-6-2’. This simple rule states that in a group of 10 people,
2 are ready for change and will lead or assist with change initiatives
6 will wait to see the benefits before joining the change team
2 are not interested in change, will not join the team and may even work against the change efforts
Via David Hain
por Ana Broitman - Hace algunos años ya, de visita en Buenos Aires para participar del World Business Forum, el especialista en aprendizaje organizacional
Let’s imagine the following scene… You are sitting in the exam room with your feet dangling off the end of the sanitary-paper-covered couch admiring the jar of tongue depressors when in walks…
THE CHANGING NATURE OF BUSINESS MEANS THAT LEADERS NEED TO RE-THINK THEIR APPROACH TO MANAGING IF THEY ARE TO REGAIN THE TRUST OF THEIR STAFF
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Related posts by Deb on Performance, Strategy and Change:
* 6 Steps Beyond Industrial Age Performance Appraisals
* Curing ONE of the Seven Deadly Diseases of Management, Performance Appraisals
* Two Tried & True Change Models – Evergreen for Agile Change
Find them all here: https://reveln.com/blog/ ;