Champions of Change

BECOMING CHAMPIONS OF CHANGE

Change is all around what are you doing to be a victor not a victim? Enjoy ...

Change Management Issues

A recent study documented the three most important issues/responsibilities facing today’s managers as: human resources; accountability and ethical behavior; and, leadership. Let’s consider each of the top three: (1) Human Resources: Is your workforce skilled? Are they motivated? How do you know? When’s the last time you conducted a thorough morale survey or focus group with your internal customers? (2) Accountability and ethical behavior: Are you believable? Do those who work for you and purchase from you view you as fair and ethical? How do you know? (3) Leadership: Are you a visionary? Are you one others are willing to follow? What do you have in place to avoid the herd mentality in your organization? How do you bring you value and ethics systems to life in your organization?

Personal Application:

What do you need to change about how you’re managing change in your organization?

It’s Getting Hot in Here!

Smart thinking says the best time to start making changes and to try something different in your organization is when you’re on top rather than waiting until you’re in trouble and then attempting to claw your way back up. Remember the old frog syndrome: If you throw a frog in a pot of boiling water, he jumps out. But, if you put a frog in a pot of cold water and heat it slowly, he’ll sit there and boil to death. You don’t want to get boiled…do you?

Personal Application:

What’s one (just one) change you could make today that would positively impact the level of value you create for those you serve? Remember, it’s not about change for change sake, it’s about creating greater value for those we serve. What’s your first step?

Chains of Change

Change – it’s become a corporate and national mantra. Change, change, change.. the dictates fly so fast and furious that the concept of change has become overused and many see it as trite and meaningless. Others have said change is nothing more than doing it faster or cheaper. But at its core, change is about improvement – about taking a process, a project, an organization and affecting positive, meaningful improvements.

It requires a dedicated effort to assess the as is, strategically acknowledge improvement opportunities, and to take action to impact meaningful change. Critical to any change process is follow up systems to ensure change is actually achieving the desired impact.

Personal Application:

What do you desire to change in your organization? What’s the ‘as is’ of the situation you desire to change? What action will you commit to taking to improve it? How will you know it’s better.

Secrets to Success in Changing Times

“I attribute my success to this:

I never gave or took an excuse.”
 --Florence Nightingale

“The essence of real leadership is to allow your people to see your need and desire for learning. Your actions speak more than your words. Today’s leaders must be students of change first, before they become teachers of change to others.”
--Jack Kahl, 
Manco, Inc

“An executive cannot gradually dismiss details. Business is made up of details and I notice that the chief executive who dismisses them is quite likely to dismiss his business. Success is the sum of detail. It might perhaps be pleasing to imagine oneself beyond detail and engaged only in great things, but as I have often observed, if one attends only to great things and lets the little things pass the great things become little; that is the business shrinks.” 

--Harvey Firestone