Archive | Change Navigation

Change Leadership: How to Make the Change Stick

sticky candy

This excellent, undervalued article should get more attention. According to Grenny, Maxfield, & Shimberg in MIT Sloan Management Review, applying 4 or more of the following helps increase the likelihood by ten times that the change will stick.

Their model says that there are three ways to influence: at the individual, social, or structural level. Then, there are two ways to engage people: through motivation (helping them gain motivation for the change) or through ability (helping them gain the skills needed to support the change). All together, this creates six ways to influence change. Using four or more increases the likelihood of success.

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The Times They Are A Changing… Always!: Five Elements of Successful Change Leadership

Elements of Successful Change

The pace of change shows no signs of slowing down. Globalization, hyper-connectedness, and immediate communication have changed the marketplace significantly and permanently. As a result, 81% of managers in one study report that the pace of change has increased compared to five years before. And 69% say that their companies experienced disruptive change within the last 12 months (AMA 2007).

We know that planned change initiatives, more often than not, disappoint. A McKinsey study reports that only 38% of change initiatives were completely or mostly successful improving performance (2006). So how do we make things better?

The Five Elements of Successful Planned Change

Active, committed change leadership.

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“Successful Change Leadership” at the CEM Annual Global Pension Administration Peer Conference

Just confirmed: Maya will be speaking on organization change management strategy at the upcoming CEM Annual Global Pension Administration Peer Conference on May 8 in New York City. We’ll focus on how pension administration organizations can use proactive change leadership to engage employees, accelerate initiatives, and improve likelihood of success. For more information, see conference co-host CEM’s website.

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“Becoming a Change Leader (Yes, You!)” at PMI Mass Bay’s Professional Development Day

Logo - PMI-MassBay

PMs are on the front lines of organization change. Yet the statistics on change are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there’s room for improvement. In this engaging, participatory session, participants learn what it takes to become successful change leaders. Specifically, we will discuss:

  • The one method that makes a change initiative 10 times more likely to succeed.
  • The six ways of creating change in organizations.
  • How PMs can use the six way to help provide effective change leadership.
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Coming to the Project Summit: Becoming a Change Leader (Yes, You!)

Change Leadership
PMs are on the front lines of organization change. Yet the statistics on change are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there's room for improvement.
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Your Turn: Did the Change Work?

Organizational Networks at the National Braille Press

Test Your Change Leadership Knowledge

It’s your turn to make the decision. Test your change leadership knowledge through this quick self-directed learning activity.

In this 1-page case study, the new Executive Director of a nonprofit organization needs to decide how well his change initiatives have been implemented and what his next steps should be. You have information about the change initiatives and data about how people collaborate.

What would you do if you were in his shoes?

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Measuring the Intangible through Organizational Networks

NBP - Social DWM

There are many ways to evaluate culture, collaboration, employee morale, team performance, and the impact of restructuring. But it’s difficult to measure all five at once without over-stressing the organization. The National Braille Press successfully used organizational networks and network analysis to evaluate its progress and identify simple but effective improvement actions. Read National Braille Press White Paper to find out how they did it.

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