In this episode, April Mills, Change Coach at Intel and author of Everyone Is a Change Agent, describes the difference between driving people and driving change, and how making the simple shift can make a significant impact in your organization. Listen in to hear why driving people doesn’t work, and how driving change is a better approach. Learn more at April’s blog at engine-for-change.com. [Read more…] about Interview: Driving People vs Driving Change
Can you believe another year is coming to a close? The following are the most popular posts of 2016 at the Enclaria blog. Which were your favorites, and what did you miss?
Thank you for reading and sharing! What topics would you like to see covered next year? Please reply in the comments.
In response to a Forbes article insisting change agents aren’t needed, I set the record straight about what change agents do (at least the good ones) and why their role is an essential driver of change.
The field of organizational change is littered with people who were hired to implement change and then eventually fired because the leaders who hired them wouldn’t actually let them do the job. What can you do to avoid the same fate?
It’s a common belief that to get people to adopt change, all you really need is training and communication. If we tell people what to do and why, and show them how to do it, that should be enough to get them to change, right? It’s a logical conclusion, but then people aren’t logical, especially when it comes to change.
People often get stuck trying to measure either too many or not enough elements of change. Are you measuring the right things to know if your change initiative is on track? Look at your project from four different perspectives to create a complete picture.
Despite what you may have heard, most change initiatives do not fail. Some achieve their intended outcomes. Many make enough progress to say that they worked. Some take longer than expected. There are few change initiatives that are total failures – but it does happen.
Want to read more insights about influencing change? Please visit the Enclaria blog.
As a result of my work at Enclaria, I frequently meet change agents in a variety of industries across the world. I love to hear the stories of how each one came to the change management profession. Everyone has a unique and fascinating tale, although there are many similarities across all of our paths.
Some people start in Human Resources, either in corporate or as an HR business partner. Already focused on the people side of the business, they are able to transition their career from the transactional work towards the transformational.
Others start as project managers — IT, product development, logistics, and many other types of projects — and realize that project management without change management is often fruitless.
Some join consulting firms straight out of school, jumping into an organization that helps clients achieve results through change implementation.
Some take the higher education route, getting advanced degrees in topics like organization development or industrial/organizational psychology.
Others begin their careers working in business operations. I started my own career as an industrial engineer, focused on manufacturing process efficiency. It didn’t take long to discover that no matter your expertise, you can’t just design someone’s job for them and expect them to do it because you showed them the math. I went back to school to get a Masters in Leadership and Change Management, and became convinced that real improvement comes not through engineering but through people. I was able to apply what I learned to the organization I worked for at the time, becoming the Director of Organizational Effectiveness. After several years and a brief stint at a strategy execution consulting firm, I started Enclaria with the goal of helping others influence change at work.
The common factors across these stories are:
- The realization at some point that doing your job successfully requires other people to change, and that doing so requires special skills and approaches.
- Active learning about leadership, influence, change, and organizational effectiveness, whether through formal education or consuming loads of books, videos, webinars and other resources.
- The decision to influence change in a deliberate, effective way instead of relying on logical arguments and brute force.
What’s your story? Please share in the comments below.