Thursday, October 30, 2014
Monday, March 17, 2014
2. verbal jujitsu, where one redirects negative statements & actions into positive change
3. variable term opportunism, where one is open and ready to capitalize on unexpected opportunities for short-term change and to orchestrating deliberate long-term change
4. strategic alliance building, the most public means, whereby clout is gained by working with allies, and especially in the form of opponents, who are "often their best sources of support and resources”.
Sunday, March 16, 2014
The author talks about leadership as “living dangerously”. The leader is always subject to being taken out, removed or set aside, thus the need for such a guide.
The author goes on to talk about the common hazards change leaders face, and must be equipped to address if they are to survive. They are:
1. Restraining the need for control and importance in order to avoid ego trip(up)s and instead facilitate structure and process that channel energy into change.
a) psychological repair & moral recalibration which acknowledged that the leadership game by its nature inflicts wounds and erodes one’s moral compass, the effects of which we see regularly in the news.
b) a confidant to maintain external perspective and accountability, and
c) role detachment so that the leader understands that the role of leader is just that, and not one’s true self.
Saturday, March 01, 2014
Wednesday, February 26, 2014
As a part of this series on insights from the literature on ChangeManagement, I want to share an insight related to change resistance as a form of prudent "career capital" investment, retained control and averted loss. These ideas came from a presentation, "Driving Change: A Marketing Model", I saw at the Fall 2013 Digital Health Coalition Summit by Howard Jacobson, PhD of Vitruvian.
In this deck, he does a great job of recasting my view of change resistance from mere fear to additional views like: 1) career capital investment, 2) retained control and 3) averted loss.
The key resonant idea he talks about in his presentation is career capital, a resource we have all worked to accumulate over time and which we are loath to invest unless we are sure of a positive return. When viewed this way, stakeholder slowing down and resisting change makes sense, as it allows time for “loss aversion”, a great term the author uses, and helps the perception of retained control. One might even say that change is irresponsible if it does not come with sufficient proof of positive outcomes in these areas.
I know that as change leaders, I often am not seeing it this way. I realize I might make more progress, and better business cases, if I empathized with how my stakeholders perceive change in these ways. This insight cautions me to be more patient, persistent, thorough (and curiously courageous, as the author calls for) in how I plan and conduct my interactions with those I'm asking change of.
On reflection, it also causes me to be mindful of the ways in which I resist, and sometimes even work against change, in those cases where I believe, usually unconsciously, that change is a loss of control and a negative investment of my own career capital.
Tuesday, February 25, 2014
As part of my regular saw sharpening, I decided to read the "HBR 10 Must Reads on Change Management" recently. It is truly 10 of the best articles I have read on the subject and I highly recommend it.
It was both encouraging and discouraging to read. It demonstrated that change can be managed, ( I rather say shaped, sheparded and guided) but not without great patience, persistence, discipline, savviness and a touch of luck. As a change manager myself, I am newly challenged, encouraged and committed upon this read so much so that I am going to write a series of blogs about what I have learned for both my remembering and executing. In all these reading the three most resonant points that came out were that change:
1) is a continuous process and when you think you are done, you are only transitioning to some new phase which hopefully continues in the direction you were working on and not some other.
2) requires self change and care if you want to survive it well and be the authentic force it requires in order to occur successfully, and
3) is more easily opposed and thwarted than achieved, thus change management is not for the faint of heart, or weak of constitution.
As I consider the change we are working to shepard in our own conservative organizations, these readings brought home the fact that our own lack of knowledge, savviness and discipline in approaching change execution has hurt us, and I hope these writings will help to remedy some of that.
I will write about my insights from these readings over several posts, as a series, so stand by.