Ever been on a vacation where you did too much? You tried to do too many things and it hampered your ability to enjoy the experience. What’s the work equivalent? The bosses and team have confirmed the need to make changes to produce better results. You’re given new roles, and even been given special training. You’re excited, and then you find out that all the things currently on your plate will stay. Good luck maximizing the experience! So why do managers hesitate to clear the way to ensure maximum focus on the new approach? I have three observations of this moment and approaches leaders take to put change into motion:Read More...
My wife is a trained chef. This training has helped her understand the chemistry of food and to create meals out of disparate leftovers that the untrained (me) would never envision. This is a reason that when two people read from the same recipe, they both know what to do, but the trained chef knows how to do it. There’s a difference. At work, strategic and operational plans are great at telling us what to do but strong leaders help us also know how to succeed. Tweaking managers often spend little time on the ‘how’. I have three observations of the moments when initiatives stall, and the approaches strong leaders take to put change into motion:Read More...
Perfecting the Strategy
“Diane was essential to the effort’s success,” explained Campagna, noting that Murphy’s familiarity with both the curriculum and the company allowed her to bring important insights to development and delivery of the training.
Strategic Enhancement Group’s
Commitment to Success at Astellas.
In this era of mergers, industry consolidations and corporate reorganizations, change is inevitable. However, seasoned business professionals have learned that while change is unavoidable, the negative impact and challenges that often accompany it can be minimized with effective planning and communication.
Short-Circuiting the Rumor Mill
Recognizing that accepting change and creating a shared culture begins at the highest levels of an organization, the Strategic Enhancement Group solution focused on bringing together approximately 30 managers in the newly-formed service organization for an off-site meeting. The goal was to help managers understand change and its impact, present tools and techniques for dealing with change, and train the managers to bring these messages to more than 120 members of the field force. The group also worked together to create a shared vision and mission to guide the new group through the upcoming transition.
SEG’s Commitment to Success at
Fujifilm Graphic Systems Inc., USA
Neil Johnson, Vice President of Technical Solutions and Support for Fujifilm Graphic Systems Inc. USA, was faced with the challenge of merging several large, independently-owned distributors into a single, cohesive technical service unit. The new group was to be led by a combination of managers from Fuji and its newly-acquired distributors. Confident that team building was crucial, Johnson sought advice from Daryl Franks, Manager of Learning and Development for Fujifilm Graphic Systems Inc. USA.
The ‘Power-Pack’ of change: Four attributes but one thing in common!
Change comes to us in two ways, on our terms or on someone else’s. While most of us prefer our own path a strong manager recognizes that the path of leading a team through change involves both. In recent blogs I have shared details of the managers who commit to change, and succeed. They take a common path through four attributes that I call the ‘Power-Pack’, and the key requirement of the Pack is that all must be present for real change to occur. This is my final blog entry on the topic and it addresses one thing that all four have in common. These four attributes are:
The ‘Power-Pack’ of Change - Part 4
And there are two ways change comes to us. On our terms or someone else’s, and most of us prefer to chart our own path. In recent blogs I have shared my observations of the common attributes of managers who commit to change, and succeed.
The ‘Power-Pack’ of Change - Part 3
People say it takes 21 days of consistent attention to start a new habit. In the workplace that’s probably not nearly enough. Why is it so hard? In recent blogs I have shared my observations of the common attributes of managers who commit to change, and succeed. There are four attributes that I call the ‘Power-Pack’. The key requirement of the Pack is that all must be present for real change to occur. These four attributes of managers committed to change are:
The ‘Power-Pack’ of Change - Part 2
Change is hard yet the need to change is a constant. Why aren’t we better at it? In recent blogs I have shared my observations of the common attributes of managers who commit to change, and succeed. There are four components, I call them the ‘Power-Pack’, and the key requirement of the Pack is that all must be present for real change to occur. The four attributes of people and managers committed to change are: