Insights - Leading Change

Leading Change articles contain some of our latest thinking on change leadership.  Each quarter, Leading Change will examine a specific topic on change leadership. We endeavour to ensure that the ideas expressed in each article are supported by the latest in peer reviewed research and by successful application. 

 

First Issue: Change Readiness

Organisational Change

It is no secret that organisational change efforts present a high level of risk. Whether you're an executive, project manager or change leader you will be acutely aware that those affected by change form a set of attitudes, opinions and beliefs that result in either resistance or supportive behaviours which will influence the business outcomes. So how does the change leader identify and gauge these attitudes throughout an organisational change effort? How can this help you to encourage people to embrace the organisational change effort and modify their on-the-job behaviours? There is now a psychometrically sound method to simply and effectively describe what leaders need to do to get their people to embrace change.

 

Team Change

The case of an IT services company demonstrates that the process by which people become team members is not just behavioural but is more about how people think and feel about team membership. This case and other recent research provides change leaders with robust recommendations on how to make sure teams succeed.

 

Individual change

Change is necessary for advancement, but change can also be tough. Most organisations have, are, or are about to go through fundamental change in an effort to remain competitive. Change leaders tell us that the financial, technical and structural mechanics of change is the easy bit. The hard bit is getting people to change. Fortunately, we now have a better understanding of the nature and processes of individual change and with this understanding we are better able to predict the path of individual change and thus the readiness for change, the speed of change, and the potential for relapse.

 

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Special Issue: Leader Training- A waste of time and money

 

After more than two decades as a touted solution to better organisational performance it appears that the money and time invested in leadership training have not led to a genuine change in behaviour and performance in our public and private sector organisations. At worst, we have seen leadership programs that resulted in reduced commitment, fatigue and resignation.
However, there are ways to ensure that your leadership program delivers the results you hoped for. But it may require a significant shift in the existing paradigms surrounding leadership development.

We identify the five most common paradigms that often underlie leader training that fails to deliver results.
We also provide direction for busting the paradigms and rethinking the way organisations develop the leaders of the future.
Five paradigms that lead to failure:

1. No measurable objectives expressed as business results.
2. A quick-fix mentality.
3. When training, separate leaders from followers.
4. Any theory of leadership will do.
5. Develop leaders and leadership will follow.

Download a copy of the Special Issue

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