Richard Newton wears many hats. Included amongst these are his work as a consultant, author, blogger, change leader, company director, and program manager. His most well known project management book is The Project Manager: Mastering the Art of Delivery. He is also the author of the best-selling Dream It, Do It, Live It which applies project management principles to achieving personal dreams.
I have a client whose chief executive has been talking up a strategic change. He has adopted a set of words to encapsulate, explain and encourage the change. He uses them a lot. If you listen to the words of the CEO everything will soon be profoundly different from the way they are now.
The words imply change. Radical change. As someone who spends his life helping organizations with change, I am interested in these words.
Most organizations face the challenge of repeatedly resourcing projects, and critically allocating good project managers. A common answer is to set up a central project management team.
This can seem relatively easy, but there are pitfalls on the way to setting up a successful project management team. In this article I will look at four key questions anyone setting up a project management team must consider, and then outline the main steps in setting up such a team.
We all do it all the time: we communicate, we interpret and we connect. We communicate through our words, body language, tone, actions and behaviours. And we constantly interpret everyone else’s words and behaviours. We start doing this as soon as we are born. When we get this right we form strong connections.
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.
Early in my career I was volunteered, (I know that’s an oxymoron, but most of us have experienced “being volunteered”), to join a quality circle. We met on a regular schedule, discussed problems and identified solutions. Our managers kept stressing how important our quality circle was. It was interesting for a while. Nothing much came from it.
Perhaps nothing came from it because “being volunteered” was the wrong starting point. I think it did not work because the expectation of what our quality circles were going to achieve was out of proportion.