Comments on: Five Ingredients of a Successful Internal Change Management Program https://www.enclaria.com/2014/02/06/five-ingredients-of-a-successful-internal-change-management-program/ Equipping individuals and teams to influence organizational change Thu, 24 Feb 2022 15:15:32 +0000 hourly 1 https://wordpress.org/?v=6.5.2 By: Peter Stansfield https://www.enclaria.com/2014/02/06/five-ingredients-of-a-successful-internal-change-management-program/comment-page-1/#comment-3269 Fri, 21 Feb 2014 13:26:56 +0000 http://www.enclaria.com/?p=6697#comment-3269 In my experience a great deal can be achieved by a lightweight, efficient high performing team. They might be small, but they can be very effective. Setting up a team that has the autonomy to be creative and really believes in the change can be infectious.

This in turn rubs off on everything they touch and interact with. It’s also important to give that team a fair chance. They’ll need time and if not the right tools to hand, the ability to create the right tools.

Once the high performing team mindset is embedded, an interesting thing occurs; you stop thinking and possibly grumbling about the workload, about the type of work, about what he said or she did or didn’t do…instead you’re part of something bigger – you’re part of the team.

All that matters is that you will do anything and overcome anything for the team, for your team mates to ensure the success of the change you’re implementing.

]]> By: Martin Fenwick https://www.enclaria.com/2014/02/06/five-ingredients-of-a-successful-internal-change-management-program/comment-page-1/#comment-3167 Fri, 07 Feb 2014 01:21:38 +0000 http://www.enclaria.com/?p=6697#comment-3167 Alongside the training of managers in how to lead change (and lead is different from manage) I have also found that training staff in how to deal with change enables and empowers them to engage in the change in a very productive way. I have also found that this reduces the change resistance somewhat and drops the stress and tension around the organisation significantly.

With the network of change agents I have found that the more people that can embrace a role in the change the better.If its just the ‘obvious suspects’ such as HR then there is limited value. But I have found that if you encourage managers to encourage unlikely candidates (and not the loudest ones either) from a range of levels within the organisation then there is an increase in belief within the rest of the organisation and a greater take up compared to only engaging with the organisations stars.

Hopefully these two pointers can support the excellent 5 that you have given here Heather

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