There is one type of change that results in more eye rolling, cynical comments and coffee machine jokes than any other. I am talking about changes that go under names like “cultural change”, “new values” or “behavioural change”. Announce an initiative of this type and many of your team will be sceptical. They will be sceptical because they have seen it all before. They have observed many cultural change programs previously and noted that nothing really changed as a result of any of them.
Are you involved in change management? Do you take part in conversations about change management? Do you ever find yourself questioning what exactly change management is? It can at times seem like a rather vague discipline to get your head around.
Every so often, pretty much every organization embarks on transformational change. This title may be applied to a major program of systems, process or organizational change, or the transformation may be driven by something less tangible – such as altering organizational culture. Whatever it is, the organization wants to be different in a significant way.
There has been a whole lot written about the levels of success of organizational transformation programs. It makes sorry reading, but that’s not my subject today. I want to explore in this post is the inherent tension between business-as-usual operational performance and transformation. At heart, this is a conflict between doing a great job today and being able to do an even better job tomorrow.
I have just published my latest book, called "Managing Your Team Through Change". I am certain there is space for another book on change management. Two reasons drive this certainty: most books ignore team leaders as a specific audience with particular needs, and most change books do not talk to the messy reality of organizations. If you are a team leader, line manager, or someone who works with, supports or advises team leaders on change – this is the book for you.
Middle management is a really unfashionable topic. But to run an efficient organization it is critical to help middle managers fulfil their roles. My book sets out to do this, in the specific context of change.
Ever since the leadership bandwagon started some decades ago, there has been repeated advice for managers to become leaders. One central piece of this advice is to avoid micro-managing. Give your team members space to do their work how they see best. Delegate widely. Set broad goals – leave your team to get on with the details. Focus your attention on building an environment in which your team can succeed, rather than trying to control them.
This is good advice. But like many simple pieces of advice – it can be interpreted in significantly different ways.
I spend my life involved in projects, programs and change initiatives. A part of most of these initiatives is doing some form of stakeholder management. The aim is to engage stakeholders in the work of the program, to get their support in achieving the program goals and in accomplishing sustained change. I have come to realise that stakeholder management is like charity. It starts at home. By ‘home’ I mean with those you are working closest to - the program team itself.
Have you ever been in one of those meetings in which the whole conversation revolves around definitions? Occasionally these sessions are explicitly set up as an exploration of definitions. More often a meeting becomes about definitions when someone says something like “what do you mean by that” or “I don’t understand what you are talking about”.
In this blog I will explain why you should take the blame for things that go wrong that were your fault - even if only partially your fault. The most common argument for taking the blame is an ethical argument. The basis of that ethical argument uses principles such as we should tell the truth and not risk that others take the blame for our shortcomings. Whilst I support this ethical argument I am going to ignore it for the time being. What I want to build on is the selfish argument for taking the blame.
There are three outcomes that managers in business are regularly required to achieve. I want to discuss these three outcomes, or more precisely the inter-relationship between them. I am going to use the example of projects. That is not because this is an article for project managers, but because projects provide a very clear example of the problems of trying to achieve these three outcomes simultaneously. The ideas in this article are widely applicable beyond the specific domain of projects.
The three outcomes are: meeting commitments, enabling flexibility and keeping resources 100% utilised. The main message of my article is simple: you cannot achieve all three. Constantly trying to do so is a waste of effort that misses an important opportunity.