Millions upon millions of dollars are spent to manage change and the methods used are dissected and debated, mostly by academics and consultants who, at the end of the day, don’t live with the results.
Advisors and people internal to an organization often share an objective. That is, to keep the leaders of away from the process of managing a change. Why? Because they both know that the mechanics of their method, regardless of the beauty of presentation, don’t interest senior people. Nor should they. If the only alternative to dragging the senior leaders through the details is to give them the tired message- communicate, communicate, communicate, then, by all means, don’t bother.
This may be why some leaders go to the trouble to actually read some of the literature on behavioral change. That may be helpful but the application of this knowledge to a specific situation is not so easy. Who wants to experiment when the stakes are high?
That is what this series is – an alternative. Short, conceptual and based on the science of behavioral change.
Leaders benefit from understanding a few key concepts about change that most relate to their role. This video explains the alternatives that are either too academic to be useful or so generic as to be laughable. You do have an option.
The Three Things You Need to Know About Managing Change
Abandon the complicated change management models! The three pivotal concepts you need to know to accelerate change have actual scientific research behind them. You can adopt the concepts in a huge range of situations to achieve alignment, strengthen relationships and get results-all at the same time!
The Leaders Role in a Time of Change
Here is what you need to do to lead the charge. It is easy to weave these things into what you are already doing, no special costume required.
Change Mangement Doesn’t Change Anything!
Why change management can be so distracting that we actually take our eye off the ball. Don’t let it happen to you.
Match People to the Role
In a time of change, it’s easier to move people around. Match the person to the role to get exponential results.
Why Culture is Not an Important Thing, It’s the Only Thing
The power of organizational culture is real–for good or ill. The leaders job is to build and maintain the culture to support the enterprise. The two things that determine behavior are individual characteristics and context. You can select for the former and create the latter.
Why the People Inside an Organization Have a Hard Time Telling You About the Culture
Organizational culture is powerful, but difficult for people in it to see. Some parts are visible, others like an invisible electric fence and still others like a microwave field. Some leaders give up on it as a hopelessly amorphous concept. They do it at their peril. Don’t be one of them.