That’s right, this subject that many people consider fluffy, adds value to the capital value of your business. Don’t believe me? Then try this. What is the share or sale value of your organisation today? Now add up the material assets of the organisation. Consider the value of any longer-term contracts and proprietary systems to the organisation value. If the organisation value is more than this then you have the intangible value of your organisation. That intangible value can be attributed to the value of your brand and of your organisational culture. Effective leadership brings value to the tangible and intangiblecomponents. Superior leadership will separate your organisation from the others when it comes to the value of the intangibles. Leadership is therefore essential to maintaining and increasing the value of your organisation.Read More
This is another question that comes up when I am working with clients. But perhaps the subtext or nuance to the questions in more recent times is, “why should I invest that much in change management?” It is often not about the cost of any particular services that may be involved. It is usually about the investment of the time of the people impacted by the change, their leaders and their senior leadership, that is being questioned.
I would like to provide three broad perspectives in my answer to this question. The first two have a harder edge business focus, and the third, while still having business impact, has a more humanistic focus.Read More
Managing resistance to change is often a requirement and a challenge for those in leadership roles. By recognising that people are not in fact resisting change, but resisting an actual or perceived loss, leaders can assist people to make the desired adaption by utilising one or more of the three approaches of ‘Resolve, Reframe, Go Through”.Read More
Effective coaching is an important ingredient to quality leadership. Like leadership effectiveness, good coaching is a journey and not a destination. As part of this journey, I would like to explore the above concept with you.Read More
Or, the Adaptive Organisational Culture
For years I have been utilising various change frameworks inspired by Kotter; ADKAR; Tadeo, Beake and Fink; Argyris, etc. I have found them extremely valuable and various projects and initiatives have benefited from their utilisation. I have developed six principles for being an Adaptive Organisation. If these principles exist, the organisation will adapt more readily when sound change frameworks are then applied.Read More
Just ask yourself how many times you have heard the 'culture of the organisation' given as an explanation for the less than expected success of various initiatives. So like any risk, responsible organisational leaders will actively manage it.
It may surprise you to hear me say then, that as Change/Organisation Development (OD) practitioners, we may get the focus on culture wrong.Read More
While many of us consider assertion to be a basic skill of management and leadership, I find it interesting that the need of managers and leaders for development in this skill is still widespread... Equally interesting to me is what I find to be the incomplete understanding of the principle of assertion.Read More
I have been applying a model to assist in the diagnosis of the likely level of support for a particular change. By having this insight for any stakeholder group to said change, we can take a more strategic approach to the change leadership required with each stakeholder.Read More
Does the quality performance of your people depend on the effectiveness of their technical capability?
Is your technical development program delivering the level of performance your stakeholders are demanding of you? if yes, do NOT read on.
If not, you may want to read further.
Of course not all people perform at the same level. Typically, people grow in their capability as their learning and experience deepens and broadens. The value of the outcomes they deliver to the organisation also grows. So how do you recognise this increase in value if you do not promote them in the traditional way?Read More