New approaches only become embedded in the culture when it is clear that they work and are superior to old methods. Use lots of talk to hype up the validity of the new practices and promote and reward those who […]
It is helpful to use the credibility afforded by early gains in the change process to tackle additional and bigger projects. It is important to re-emphasize shared purpose and to keep up the spirit of urgency. It is a good […]
It is useful to identify, publicize and reward early benefits that accrue during the change process. This encourages everyone to remain enthusiastic about working towards full implementation of the ultimate vision.
Get everyone, in their respective teams, to generate ideas to remove barriers to change and to improve performance within the vision and strategy framework. Ideas for improving structures, processes, service and working practices should be encouraged.
Communicating the vision and strategies requires repetition and the use of a multimedia approach. The key messages need to be repeated time and again with the use of different vehicles, for example meetings, presentations, speeches, in-house publications and e-mails. It […]
An effective vision needs to appeal to both hearts and minds. The end product ideally results in a direction of the future that is desirable, feasible, focused, flexible and communicable.
Change, if it is to be effective, needs to be led by a mixture of senior people with strong position power, broad expertise relevant to the task and high credibility. To make change happen they need to create trust through […]
It is helpful, first, to identify possible causes of complacency. These may include the absence of a visible crisis, the achievement of low performance standards, low candour about problems and favourable performance feedback coming primarily from within. Raising a sense […]
Professor John Kotter of the Harvard Business School has produced a research-based model for leading major organizational change (1996). Success in his view depends on the implementation of an eight-step process. The stages, all of which need to be followed […]
Many organizations these days publish statements of desired values. An example, from law firm DLA, appears in The DLA values. The DLA values People Service Quality We bring the best out of our people by encouraging mutual respect, responsibility and […]
Providing strategic leadership is not a highly complicated process. Essentially it is about making time to create a vision of the desirable but attainable future state of the team’s business; identifying crucial conditions for success; making sure that work is […]
Where there is no vision, the people perish. — (Proverbs 29: 18) Do not quench your inspiration and imagination; do not become the slave of your model. — (Vincent Van Gogh) Good leadership is about making things happen. The starting […]