Change Management Plan

28 Apr Being a Smart Team Builder Isn’t Difficult

But you have to stop doing ridiculous things… and start taking time to do the important things. Here is a link to a great article from Forbes about flawed HR practices in the workplace, “Ten Ridiculous HR Ideas That Need To Die,” by Liz Ryan. I encourage you to take a look—it’s short and to the point. She hits the nail squarely on the head regarding issues that have irked me for quite some time, including annual performance reviews and 360 feedback systems. On the face of it, these seem like logical approaches, but they are fraught with problems. For example, annual performance reviews are control mechanisms that use selective memory, let the supervising manager off the hook of responsibility, infantilize employees, and focus on the negative. They more often depress people than encourage performance. Rather than year-end reviews, I encourage managers to create—with their…


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CHANGE MANAGEMENT: WHEN TEAM MEMBERS ARE DEEPLY RESISTANT TO CHANGE

28 Aug Change Management: When Team Members are Deeply Resistant to Change

In this series of posts, I’ve been discussing some of the challenges managers face as they help team members negotiate organizational change. The series has a light-hearted approach, using pseudo-scientific names: Benightedness, Phobia, Obliviousia, and Xenoskepticosis. Having covered the first three in earlier posts, I will now address the last on the list, Xenoskepticosis. Xenoskepticosis I picked this name because, literally translated, it means “skeptical of anything foreign or unfamiliar.” Healthy skepticism is a good thing, as long as it doesn’t become contrarianism, i.e. Xenoskepticosis, a deep resistance and non-receptive attitude toward perspectives that are not aligned with one’s own point of view. Don’t Confuse Contrarianism with Conflicting Value Sets Managers need to take care not to label team members as contrarian just because they are difficult. For example, Baby Boomers and Millennials operate from such different value sets that they often view each other…


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Change-Management

25 Jul Change Management: When Team Members are Oblivious

In this series of posts I’ve been discussing some of the challenges managers face as they help team members negotiate organizational change. The series has a light-hearted approach, using pseudo-scientific names: Benightedness, Phobia, Obliviousia, and Xenoskpeticosis. In the last two posts I covered Benightedness and Phobia. Today, I’m going to tackle Obliviousia. Obliviousia When managing change, managers sometimes encounter situations where employees are just oblivious to their new responsibilities and appear unable to grasp what is required to be successful. Even when a manager clearly outlines responsibilities, defines success factors, purchases new software, and creates a budget sufficient to support team member needs—some just don’t get it. I’ve seen this occur in organizations that shift their core strategy from an activities focus to a relationship-management focus. Team members’ success is no longer predicated upon the number of events or the attendance they generate. Now success…


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Change-Management-and-the-Fear-of-Change

06 Jul Change Management and the Fear of Change

In this second installment of a four-part series, I am writing about how to manage the fear of change. Fear as the Fight Response Whenever confronted by change, all of us experience some degree of fear that stimulates our fight or flight response. The perceived intensity of the threat, determines the intensity of the response. And each of us responds differently. The predominant symptom of those who lash out when they are afraid is sometimes called a counter-phobic response. These individuals attack the source of fear—most times inappropriately—using some form of overt aggression, usually focused on another co-worker. Whether consciously recognized or not, it is meant to weaken, neutralize, or remove the perceived source of the threat. Counter-phobic Response v. Courage It is important to note that a counter-phobic response differs from courage. Whereas the counter-phobic response is a thoughtless reaction, those immersed in courage act…


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Change Management Plans and Performance Goals

12 May Change Management Plans and Performance Goals: Making the Right Diagnosis

Four Conditions of Underperformance A few years ago, I wrote two chapters for the book You and Your Nonprofit Board: New Thinking from the Field’s Top Practitioners, Researchers, and Provocateurs. As I’ve reflected on one of the chapters, “Healing Governance Ills Requires the Right Diagnosis,” I’ve realized the same issues confront departmental managers who are faced with managing change and improving performance. In the writing the chapter I pursued a light-hearted approach to the topic, I used a medical model of diagnosis of symptoms and prescription for treatment. Using that framework I went on to define four conditions using pseudo-scientific names: Benightedness, Phobia, Obliviousia, and Xenoskpeticosis. Over the next four posts I will tackle each one of these individually as they relate to a managing change and employee performance. Benightedness The first condition—which I address in this blog—I call Benightedness. It’s an archaic word that perfectly…


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Change Management Plan

21 Apr Change Management

Managing change is a challenge that organizations constantly face. This was brought home to me again recently as I was reviewing resumes for a client—with the majority of the applicants describing how they are “effective in fast paced environments.” The mercurial nature and volume of information have accelerated the cycles of change and pressure organizations to constantly adapt. But, change doesn’t just happen with the snap of our fingers. As those of us who have lead organizations through change are keenly aware, change needs to be thoughtfully managed. In recent years, I’ve noticed three forces for change that appear frequently in the world of my clients—generational style differences, changes in revenue flow, and challenges by competitors. Though each of these has its own unique features, a similar change management plan can be employed. Transformational Leaders One of the newer monikers for those who effectively manage change…


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