Comments for Enclaria: Change Starts Here http://www.enclaria.com Equipping individuals to lead organizational change Mon, 13 Feb 2012 21:48:59 +0000 hourly 1 http://wordpress.org/?v=3.2.1 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!

]]> Comment on Three types of change management methods by Garrett Gitchell http://www.enclaria.com/2009/03/17/three-types-of-change-management-methods/comment-page-1/#comment-947 Garrett Gitchell Wed, 07 Dec 2011 14:51:31 +0000 http://www.enclaria.com/?p=898#comment-947 Heather, You have some great posts to organize thinking around change management- good work. I can tag on to this post with one of my own that explains the placement of change practitioners within the organization- "Types of Change": http://horizontalchange.com/2011/12/94526-2/ Keep up the good writing! GG Heather,
You have some great posts to organize thinking around change management- good work.

I can tag on to this post with one of my own that explains the placement of change practitioners within the organization- “Types of Change”:
http://horizontalchange.com/2011/12/94526-2/

Keep up the good writing!
GG

]]> Comment on The Control Continuum – Engagement vs. Compliance by Linda http://www.enclaria.com/2011/10/25/the-control-continuum-engagement-vs-compliance/comment-page-1/#comment-930 Linda Tue, 08 Nov 2011 17:22:22 +0000 http://www.enclaria.com/?p=5183#comment-930 It's an intersting perspective. I agree with there being a mix of both compliance and engagement. I don't think the goal should be to always seek engagement as the epitome of success; rather the blending. This, I think, is far more difficult and lends that bit of 'art' versus 'science'. It’s an intersting perspective. I agree with there being a mix of both compliance and engagement. I don’t think the goal should be to always seek engagement as the epitome of success; rather the blending. This, I think, is far more difficult and lends that bit of ‘art’ versus ‘science’.

]]> Comment on Six Roles of a Leader During Change by MAPping Company Success http://www.enclaria.com/2011/10/06/six-roles-of-a-leader-during-change/comment-page-1/#comment-929 MAPping Company Success Mon, 07 Nov 2011 09:18:43 +0000 http://www.enclaria.com/?p=5164#comment-929 [...] 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 The Control Continuum – Engagement vs. Compliance by Martin Fenwick http://www.enclaria.com/2011/10/25/the-control-continuum-engagement-vs-compliance/comment-page-1/#comment-928 Martin Fenwick Wed, 26 Oct 2011 19:30:22 +0000 http://www.enclaria.com/?p=5183#comment-928 Good article. I've always considered the best visions to be like a painting by numbers ( remember them when you were a kid?). You show people the possibility on the horizon (look at the great view) and you establish the key features (there will be a house and a cow in this painting), then you encourage them to join in the coloring in ( as long as the cow produces milk does it matter what kind or colour?). Too many leaders want to decide everything down to the blade of grass: just like on your continuum. Holding the tension within the continuum is what makes successful engagement in change. Good article. I’ve always considered the best visions to be like a painting by numbers ( remember them when you were a kid?). You show people the possibility on the horizon (look at the great view) and you establish the key features (there will be a house and a cow in this painting), then you encourage them to join in the coloring in ( as long as the cow produces milk does it matter what kind or colour?).
Too many leaders want to decide everything down to the blade of grass: just like on your continuum.
Holding the tension within the continuum is what makes successful engagement in change.

]]> Comment on Seven Roles of a Change Agent by Dr. Jason Levy http://www.enclaria.com/2011/01/06/seven-roles-of-a-change-agent/comment-page-1/#comment-918 Dr. Jason Levy Thu, 29 Sep 2011 07:31:46 +0000 http://www.enclaria.com/?p=4288#comment-918 "The Counselor" role brought back a recent memory. Our hospital just brought in a guest speaker (Michael Ben Zehabe) because of new directions we are taking. As you stated, "People experience varied emotions as their sense of stability is removed." Mr. Ben Zehabe developed 22 Hebrew meditations based on the 22 letters in the Hebrew alphabet. The 12th letter (lamed) was our meditation. He theorized 12 portends all the aspects of change. Jesus had 12 apostles; Jacob had 12 sons; Israel had 12 tribes; etc. In science, bacteria grows in initial units of 12. It takes 12 spheres to surround one sphere. In any case, organizations aren't looking for credentials. They need visionaries to relocate them from yesterday's success to tomorrow's success. Change Agents harness shared goals and know how to convey an organization's vision. Great article. i printed it out to share with our management team. “The Counselor” role brought back a recent memory. Our hospital just brought in a guest speaker (Michael Ben Zehabe) because of new directions we are taking. As you stated, “People experience varied emotions as their sense of stability is removed.” Mr. Ben Zehabe developed 22 Hebrew meditations based on the 22 letters in the Hebrew alphabet. The 12th letter (lamed) was our meditation. He theorized 12 portends all the aspects of change. Jesus had 12 apostles; Jacob had 12 sons; Israel had 12 tribes; etc. In science, bacteria grows in initial units of 12. It takes 12 spheres to surround one sphere.
In any case, organizations aren’t looking for credentials. They need visionaries to relocate them from yesterday’s success to tomorrow’s success. Change Agents harness shared goals and know how to convey an organization’s vision. Great article. i printed it out to share with our management team.

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