What does it take to succeed in change? Middle managers in most organisations have a huge influence over the success of organisational change. Most middle managers are passive about change; a few step up to delivering change; all of them need to be behind the change. Some recent blogs point to how to get middle …
Category archives: Culture
Competence above knowledge
Educators give us knowledge, Employers want competence Most qualifications test our knowledge of a subject; indeed we use the word ‘read’ to introduce the subject we are studying at university. Yet most employers want to know what we can do, that is our competencies. Why is there such a miss-match and what can we do …
Change Advocates — a good idea?
The idea of advocating change Change advocates both promote change in a business and help protect staff from poor change implementation. They do this by advocating the change on behalf of the business and being a channel between affected staff and senior managers. The role demands trust and respect from both staff and managers; here …
Design your change around decisions
Decisions first, organisation later Which do you think should come first: the definition of the task to be carried out or the team to do the task? So what happens when an organisation needs to change: the top manager re-organises his senior team to prepare for the change. This seems to be putting the cart …
Making change personal
Using change to grow yourself In the April 2014 Harvard Business Review I found a paper about creating a very open culture to encourage personal learning by Robert Kegan, Lisa Lahey, Andy Fleming, and Matthew Miller called “Making Business Personal“. The starting premise of the paper is that ’employees do a second job that no …