Comments for Enclaria: Change Starts Here http://www.enclaria.com Equipping individuals to lead organizational change Fri, 27 Apr 2012 19:40:37 +0000 hourly 1 http://wordpress.org/?v=3.3.2 Comment on My boss won’t listen to me – what do I do? by Guy Farmer http://www.enclaria.com/2011/01/04/my-boss-wont-listen-to-me-what-do-i-do/comment-page-1/#comment-989 Guy Farmer Fri, 27 Apr 2012 19:40:37 +0000 http://www.enclaria.com/?p=4274#comment-989 Thought-provoking post. I've found that it's very difficult to change someone's behavior but that we can still do things to set a positive example and create a healthy work environment. These might include providing workplace communication training for everyone that focuses on team building or collaborative problem solving. The idea is to provide the boss an alternative route and make them part of creating a new communication culture. It also helps to model positive behaviors. Thought-provoking post. I’ve found that it’s very difficult to change someone’s behavior but that we can still do things to set a positive example and create a healthy work environment. These might include providing workplace communication training for everyone that focuses on team building or collaborative problem solving. The idea is to provide the boss an alternative route and make them part of creating a new communication culture. It also helps to model positive behaviors.

]]> Comment on Organizational Cultures That Make Change Difficult by Terri Kruzan http://www.enclaria.com/2012/03/29/organizational-cultures-that-make-change-difficult/comment-page-1/#comment-984 Terri Kruzan Fri, 30 Mar 2012 14:19:56 +0000 http://www.enclaria.com/?p=5376#comment-984 Execution cultures to the extreme - where meeting deadlines are more important than the final product. Execution cultures to the extreme – where meeting deadlines are more important than the final product.

]]> Comment on Organizational Cultures That Make Change Difficult by Karen http://www.enclaria.com/2012/03/29/organizational-cultures-that-make-change-difficult/comment-page-1/#comment-983 Karen Thu, 29 Mar 2012 20:47:00 +0000 http://www.enclaria.com/?p=5376#comment-983 Lack of communication between different levels of staff and with each other in different units/buildings Lack of communication between different levels of staff and with each other in different units/buildings

]]> Comment on Organizational Cultures That Make Change Difficult by Melanie Bryan OBE http://www.enclaria.com/2012/03/29/organizational-cultures-that-make-change-difficult/comment-page-1/#comment-982 Melanie Bryan OBE Thu, 29 Mar 2012 17:38:52 +0000 http://www.enclaria.com/?p=5376#comment-982 Great question Heather. From my experience as a change firework (I used to say catalyst but apparently that's too 'passive'!) there are a number that I could add. Let's start with 'presenteeism' - the hours seen at your desk are what counts - not only does productivity drop but so do morale and innovation. Plus great talent (often female and/or young) votes with their feet. It's what you achieve that counts... Next I'll head to 'do as I do' - a culture where everyone is required to emulate the 'boss' - the unwritten rules to survive and thrive are 'be like me'. A surefire way to stifle change and creative thinking. To complete the hat trick how about 'the only thing that counts is the bottom line'. An indefatigable focus on the bottom line leads to one track thinking. Senior executives the world over concur that customer experience is the next competitive battlefield. To thrive in this playing field organisations will need to understand the whole customer experience...and importantly the employee experience that delivers it. This will lead to a whole new way of thinking, organising and operating. I'll stop there and look forward to hearing the views of others! Warmest wishes, Melanie Great question Heather. From my experience as a change firework (I used to say catalyst but apparently that’s too ‘passive’!) there are a number that I could add.

Let’s start with ‘presenteeism’ – the hours seen at your desk are what counts – not only does productivity drop but so do morale and innovation. Plus great talent (often female and/or young) votes with their feet. It’s what you achieve that counts…

Next I’ll head to ‘do as I do’ – a culture where everyone is required to emulate the ‘boss’ – the unwritten rules to survive and thrive are ‘be like me’. A surefire way to stifle change and creative thinking.

To complete the hat trick how about ‘the only thing that counts is the bottom line’. An indefatigable focus on the bottom line leads to one track thinking. Senior executives the world over concur that customer experience is the next competitive battlefield. To thrive in this playing field organisations will need to understand the whole customer experience…and importantly the employee experience that delivers it. This will lead to a whole new way of thinking, organising and operating.

I’ll stop there and look forward to hearing the views of others!

Warmest wishes,

Melanie

]]> Comment on Three types of change management methods by Ray D. Ballard -- COM Consulting http://www.enclaria.com/2009/03/17/three-types-of-change-management-methods/comment-page-1/#comment-981 Ray D. Ballard -- COM Consulting Tue, 27 Mar 2012 10:38:46 +0000 http://www.enclaria.com/?p=898#comment-981 This website was/is very useful in my implementation of change within churches. I am a senior consultant for Church Operation Managemet (COM) Consulting, helping maximizie church ministries by transformaing church business. Please continue to provide useful change management tools. Thanks, Ray Ballard COM Consulting, LLC Website: www.comconsultingtcb.com Facebook: www.facebook.com\COMCONSULTINGTCB Blog: www.comconsultingtcbblog.com This website was/is very useful in my implementation of change within churches. I am a senior consultant for Church Operation Managemet (COM) Consulting, helping maximizie church ministries by transformaing church business.

Please continue to provide useful change management tools.

Thanks,

Ray Ballard
COM Consulting, LLC
Website: http://www.comconsultingtcb.com
Facebook: http://www.facebook.com\COMCONSULTINGTCB
Blog: http://www.comconsultingtcbblog.com

]]> Comment on Radio Show: The Change Agent’s Dilemma by Setting up your Change Bubble | The Change Factor http://www.enclaria.com/resources/radio-show/comment-page-1/#comment-969 Setting up your Change Bubble | The Change Factor Mon, 13 Feb 2012 21:48:59 +0000 http://www.enclaria.com/?page_id=2112#comment-969 [...] change from the middle of your organisation. I also talked with Heather Stagl of Enclaria on her internet radio show (number 38) about the four layers (Permission, Persistence, Resilience, Respect) that you need to [...] [...] change from the middle of your organisation. I also talked with Heather Stagl of Enclaria on her internet radio show (number 38) about the four layers (Permission, Persistence, Resilience, Respect) that you need to [...]

]]> Comment on A Simple Test For Accountability by Martin Fenwick http://www.enclaria.com/2012/01/31/accountability-garbage/comment-page-1/#comment-968 Martin Fenwick Wed, 01 Feb 2012 20:17:34 +0000 http://www.enclaria.com/?p=5269#comment-968 I get agitated about messy workplaces, so I pick up the rubbish but also give others a hard time if it's untidy! I'm a spread the pain around kind of guy! I had a boss many years ago that chose to go on a personal crusade about litter around our office and the yard. He did so by picking things up himself. I think he was trying to lead by example. Unfortunately nobody else followed suit. Years later I realized that all he had done was make himself accountable for picking up litter and not setting that expectation of a cleanliness standard for everyone else. The degree of change for so many people in our environment was so much that they didn't understand what he was doing or why he was doing it (most wondered if it had been made part of his job description or why didn't he employ a cleaner). The next boss took on the same crusade by appealing to everyone's values, and asking them if thy were happy to live that way. He said that he wanted a zero rubbish site, and it was everyone's responsibility including him. He was to be seen picking things up, but also pointing out to people who were sitting in a mess that they were doing so. Gradually it became part of everyone's radar. I guess that's how I took the path I did. I get agitated about messy workplaces, so I pick up the rubbish but also give others a hard time if it’s untidy! I’m a spread the pain around kind of guy!

I had a boss many years ago that chose to go on a personal crusade about litter around our office and the yard. He did so by picking things up himself. I think he was trying to lead by example. Unfortunately nobody else followed suit. Years later I realized that all he had done was make himself accountable for picking up litter and not setting that expectation of a cleanliness standard for everyone else. The degree of change for so many people in our environment was so much that they didn’t understand what he was doing or why he was doing it (most wondered if it had been made part of his job description or why didn’t he employ a cleaner).
The next boss took on the same crusade by appealing to everyone’s values, and asking them if thy were happy to live that way. He said that he wanted a zero rubbish site, and it was everyone’s responsibility including him. He was to be seen picking things up, but also pointing out to people who were sitting in a mess that they were doing so. Gradually it became part of everyone’s radar. I guess that’s how I took the path I did.

]]> Comment on Six Roles of a Leader During Change by Top Leadership Blog Posts | The Agile Radar http://www.enclaria.com/2011/10/06/six-roles-of-a-leader-during-change/comment-page-1/#comment-950 Top Leadership Blog Posts | The Agile Radar Mon, 12 Dec 2011 09:04:17 +0000 http://www.enclaria.com/?p=5164#comment-950 [...] Stagl presents Six Roles of a Leader During Change posted at Enclaria [...] [...] Stagl presents Six Roles of a Leader During Change posted at Enclaria [...]

]]> Comment on Avoid Becoming an Invisible Change Agent by Heather Stagl http://www.enclaria.com/2011/12/08/avoid-becoming-an-invisible-change-agent/comment-page-1/#comment-949 Heather Stagl Thu, 08 Dec 2011 17:30:57 +0000 http://www.enclaria.com/?p=5227#comment-949 Garrett, Great points! I appreciate your insights. When I use the term "change agent," I'm referring exclusively to internal practitioners. I distinguish their role as different from an external consultant or even a direct leader of change. Thank you for adding to the conversation. Heather Garrett,
Great points! I appreciate your insights.

When I use the term “change agent,” I’m referring exclusively to internal practitioners. I distinguish their role as different from an external consultant or even a direct leader of change.

Thank you for adding to the conversation.
Heather

]]> Comment on Avoid Becoming an Invisible Change Agent by Garrett Gitchell http://www.enclaria.com/2011/12/08/avoid-becoming-an-invisible-change-agent/comment-page-1/#comment-948 Garrett Gitchell Thu, 08 Dec 2011 15:15:59 +0000 http://www.enclaria.com/?p=5227#comment-948 Heather, This is an excellent list, but I would add come caveats: 1. Be careful of going native. In your quest to be recognized, and approved of, you may just develop the same patterns and habits that caused the need for the change in the first place. 2. Don't let the leadership of the change be given to you (or dropped in your lap). Is your career that of a change practitioner or an internal leader? It is very easy, especially for external senior consultants, for the ownership of the change to become ours. 3. Taking on opportunities sounds like an internal tip. As an external that will mire you in minutiae, taking away precious time needed for the REAL change management. Good stuff again Heather! Heather,
This is an excellent list, but I would add come caveats:

1. Be careful of going native.
In your quest to be recognized, and approved of, you may just develop the same patterns and habits that caused the need for the change in the first place.

2. Don’t let the leadership of the change be given to you (or dropped in your lap).
Is your career that of a change practitioner or an internal leader? It is very easy, especially for external senior consultants, for the ownership of the change to become ours.

3. Taking on opportunities sounds like an internal tip.
As an external that will mire you in minutiae, taking away precious time needed for the REAL change management.

Good stuff again Heather!

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