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How to develop the internal capability to drive Change

15/6/2018

Embracing Change vs. Being the Casualty of an Inability to Adapt

The huge challenge facing organizations is mastering the ability to continually renew themselves to cope with the increasing complex and turbulent business environment. Most organizations have not mastered that process. Many change initiatives do not achieve the purpose for which they were designed nor bestow the benefits originally espoused by their architects.

Whatever the source of the threat or challenge, whether it be a hostile takeover, unexpected merger, forced downsizing, increased competition from new market entrants, intense scrutiny by regulators, negative and adverse feedback from users, clients or customers, OD can provide a variety of strategies to react positively to that challenge. The effective practise of OD will ensure that the organization is mastering the change process, rather than being subjugated by it.

Change is about Mindset not Systems

For any organization to survive it has to develop the mindset, the wherewithal and the infrastructure and the internal OD capability to manage that change. The alternative is a route which many organizations have taken, which is relying on outsiders who have little knowledge of the organization or emotional investment in its longer term survival. Although this option of going ‘external’ is very attractive, it’s also lazy. Only a quick fix, it can create a severe lack of confidence in ‘current internal staff change capability’ - choosing instead to rely solely on outsider consultants.

Develop your own Change Agents

Using outsiders has plenty of advantages, but unless you change the fundamental ability to permanently manage change within the ‘current culture’, you will leave yourselves exposed to having to rely on others to deal successfully with change in the future.

To read the whole article click the PDF below

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Meeting, Bloody Meetings …….. Ad nauseum

5/6/2018

Running a lot of programmes on business transformation requires us to form, shape and develop team problem solving to resolve companywide problems using RIEs’ or Rapid Improvement Events. This necessitates bringing people together from different functions and locations to work on finally resolving long running issues that put the business at risk and hold it back from achieving its potential with its clients and customers.

Poor Meetings Culture

Building and developing a positive team problem solving culture is what I am tasked to do, and we do it well. We have a great track record. But, what holds us back is the existing slow moving, bureaucratic and indecisive meeting culture currently resident in the business.

You would not believe how poor this can be. In many cases it’s evident that very few people have ever been trained in utilising their key behaviours to reach effective decisions and making the most out of the humble meeting.

Mastering Potential of Meetings

Meeting should be vibrant and energised forums which are valued, and which generate outstanding ideas and decisions. The focus should be on implementation and ‘doing and acting’, more rather than just ‘talking and thinking’. They need to be active, not passive, vibrant not stolid.

Low Expectations

What worries me most is that the ‘default’ settings for most meetings is one of low expectations of those attending. It’s taken for granted and accepted that this is the way that things are when they could be so much more exciting, fulfilling and purposeful.

Frightening Stats

Did you know that the average manager probably spends 50-70% of their time each day in some form of meetings? This of course depends on the nature of the role, the number of staff reporting to them or the amount of interaction with customers, users or clients. You have to ask yourself, how much of this time is wasted and if you compound all the time of those attending those meetings, you get some very scary idea of how any performance is managed and achieved.

I expect I am not the only to note that most organizations have a very poor meetings culture characterised by:

Many meetings being a waste of time – probably 80-90% of them, because they are poorly chaired and have no agreed or prioritised agenda
Meetings that fail to agree decisions and firm actions
People attend and don’t speak up, while others hog the floor and add little value for the time they speak
The average meeting takes longer than it should and does not achieve the outcomes for which it was originally designed
Poor practice at meetings is not challenged i.e. turning up late, leaving early or simply not turning up
When decisions are made, they are usually made by a minority, and usually the top 15-25% who are present, while others doodle and contribute little
Sending a deputy who does not have the authority to make decisions
Failing to digest the required information and documents prior to the meeting

Self-assess your own Business

The list of problems relating to ineffective meetings could fill a flip chart and it is my intention here to state what we can do about it. Before I do that, I wanted to share the thoughts of some very profound thinkers and doers and business leaders who have strong views on meetings.

Microsoft founder Bill Gates’ view which he shared with his top team and their direct reports was "You have a meeting to make a decision, not to decide on the question."

Elon Musk, the co-founder of Pay Pal, CEO of Tesla Inc. and SpaceX is a critic of ineffective business meetings and once sent an email to staff in which he made some "strong recommendations" about streamlining operations "Walk out of a meeting or drop off a call as soon as it is obvious you aren't adding value."

Mark Zuckerberg, Facebook CEO, radically streamlined meetings at the social media giant by asking managers the point of a meeting - to "make a decision” not have a discussion with little action arising from it.

Tailored and shaped for the Organization

So, where are we going with this? As part of our Facilitator training in Rapid Improvement Events, we run a robust, dynamic and interactive series of workshops to equip newly created teams to create the results that radically improve business performance. In many cases, this directly confronts the poor meetings culture that dominates many organizations.

What has surprised us is that these workshops, which were designed for Business Transformation and RIE projects, have morphed into a completely new set of mature meeting sessions branded as ‘superior decision making’ in a variety of client organizations – simply because they work.

And they must be tailored precisely to ensure that the old meeting culture does not inhibit the new dynamic approach. So this starts with a simple diagnostic and data gathering phase that morphs into a series of workshops and on-line support for attendees.

So, this is what we offer – two-day sessions that focus on:

Diagnosing your meetings culture, critiquing and ditching the old practices and shaping the new
Assessing the maturity of your meetings culture and designing a new culture of meetings based on solid research in communication styles
Equipping you as a champion facilitator, cutting out waste in time and bureaucratic practises
Setting new positive and challenging ground rules to make meetings highly energised decision-making forums
Exploring the typical team styles that hold up or sabotage meetings, and replacing them with new productive behaviours
Develop - the personal discipline to see things through from concept to delivery

So, I’d be interested if this sparks any thought. Please continue the discussion and if you’d like to talk about how we can help you, contact me philip@philipatkinson.com

Turning uncontrolled ‘Disruption’ into a Transformation Agenda

9/4/2018

We are currently producing a whole series of training Video programs which can be accessed on-line. I love the whole process from working on the key ideas to developing story boards, detailed scripts, graphics and shooting and editing video footage.

Learning is a Core Competence

The competitive differentiator for any ‘high flyer’ rising through the organization is based on the ability to adapt, learn and be flexible by adopting solutions based focus. We support that assertion and deliver the means to achieve those skills.

100,000 Learners for 2020

Our purpose is to examine, analyse, finally distil and communicate our experience, acquired skills and knowledge via a huge data bank, and equip people in all sectors and walks of life, and increase our student base to over 100,000 by the end of 2020.

Managing Disruptive Change

The challenge that faces today’s businesses and organisations is huge in comparison to what has gone before. In order to maintain current performance, you have to be sure that your people are well equipped to not just deal with the demands of today but also to be prepared to take on the challenges of tomorrow.

Structured Learning

As well as providing structured learning in formal settings we also believe we can support people in solving complex issues with our on-line contribution, including the use of our on-line Learning Management System equipping people to be certified in Business Transformation inclusive of certification in Lean Six Sigma at Yellow, Green and Black Belt levels.

Time Poverty

We recognise that most people nowadays are time poor, and often the only way they can improve their core skills base and knowledge is to allocate time to access on-line content such as videos, audio, case studies, published articles and best practise handouts, exercises and instant quizzes that capture best practise and useful tips that way.

Global Learning in Change Skills

It seems to be working for us. We have only just started in this process and already we have over 4,000 students online in over 70 countries using our video training. Over 180 have completed certification and a further 340 are working towards certification in Business Transformation and Lean Six Sigma.

Our Learning Message – 100,000 Learners by 2020

Not an immodest target – we plan to organise and distil best practise in learning and change management and inform, debate and discuss communicate experience, core competencies, skills and knowledge via massive shared database to equip people in all sectors and walks of life and increase our student base to over 100,000 in 2 years.

Join and support us on that Journey

We are currently signing-up organizations and key people who want to be part of this learning journey. We already have the software and delivery. We are keen to access leading organizations and their OD Change practitioners and HRD teams for their participation.

Basically, we are inviting organizations to volunteer key staff to undertake research and explore the learning with their teams. We are looking for opportunities to develop further materials to deal with the age of Disruptions (this article may interest you - below text).

If you want to join us and learn more – contact me now Philip@philipatkinson.com

Solid Foundations

Some years ago we committed to a new vibrant project by working with Jeff Whitecross from Quadrille. I have worked with Jeff for over 25 years when we started out with VHS training videos on Quality Management and Culture Change.

Most of the videos were of me talking at conferences and running workshops sessions in corporate settings and marketed them as accelerated learning packages in those days. We worked on everything from Leadership Culture Change, TQM to Personal Effectiveness, Group Problem Solving and Team Empowerment.

Issues: Turning uncontrolled ‘Disruption’ into a Transformation Agenda

Our current preoccupation is dealing with the taming the torrent of ‘organizational disruption’ to create a disciplined flow of learning and change based methodologies and on-line and formal learning opportunities and solutions. Again, if you want to join us and learn more contact me now Philip@philipatkinson.com

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How to Create Culture Change

11/3/2018

The phrase “The culture has to change” – is almost a daily occurrence in the media the but is anybody listening? In recent history you have to ask are the cultures that exist in many of today’s organisations actually fit for purpose. We have heard it in the context of the uncontrolled demise of Carillion, BHS, RBS, and Worldwide Banking with austerity effects that’s ongoing. In the UK, the British MP expenses scandal is still simmering and not fixed.

In the auto industry the disclosure of Volkswagen worldwide emission irregularities is only the tip of the iceberg in terms of unacceptable behaviour in the sector. Sport is also a casualty. The Sky cycling team are under investigation for the use of the apparently non-regulated and documented of use of TUEs (Therapeutic Use Exceptions of certain drugs) in the Giro de Italia and the Tour de France in 2017.

The culture of organisations such as Football is still in the lime-light as is International Athletics. FIFA’s culture is under a cloud and investigation for corrupt practises around vote rigging associated with the hosting of the upcoming World Cup. Pressure on the IAAF for ‘inconsistency’ and failing to maintain ‘standards on drug use’ resulting in the disclosure on widespread doping by Russian Athletes has led to withdrawals in the Olympics, Paralympics and 2018 Winter Olympics. Investigation into the ‘bullying culture’ of Police and failing NHS Trusts and Local Authorities is almost a monthly occurrence, as well as poor performance in our wider educational system. It seems that the cultures that operate in many of our institutions and business organizations are just not fit for purpose.

To read the complete article you can download it below........

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Coaching – The Lazy Way to Outsource Your Organisation’s Thinking and Capability

8/3/2018

Is Coaching just a lazy way to outsource the thinking that your key managers should be committing to personally. It’s an interesting idea, and not one that makes me popular amongst my Coaching buddies – but true in many circumstances. I mean, ask yourself…..

Can you name and identify specific Coaching or L&D activities that develop your peoples’ abilities to directly and positively impact their results?
Do you invest solely in L&D or Coaching activities that demonstrate a clear and positive ROI to the performance of managers and their teams – or do your people adopt a sheep dip approach where some stuff works and sticks, and other stuff does not - but you are not sure which works?
Do you persist in L&D activity that has no known relationship to improved performance of your people in your business?

If Output does not exceed Input, why do it?

Much of what I do falls within my unorthodox way to facilitate tangible, measured organisational and personal learning that generates results. – that is, supporting managers and their teams to take 100% ownership and commit to practising and perfecting new behaviours by ‘doing’ things (rather than just knowing more) that cause significant improvement?

What is important is that improvement should be a ‘continuous’ and measured journey of 'practising' and 'doing' things which pitch organisational performance beyond the competition and provide value for money to stakeholders and shareholders alike.

The Knowing – Doing Gap

My belief is that the average organisation does not activate, energise and motivate their people to start ‘doing’ more and raising their profile and performance. My experience is that far too much ‘run of the mill’ traditional L&D Coaching resides in people ‘knowing more’ – but not actually actively experimenting and performing at the higher level.

I take a strong point from change guru and acclaimed author Robert Quinn, that much deeper learning comes from ‘doing’ and ‘actively experimenting and being held to account’ than the common orthodoxy from passive reflection and group discussion.

Stretch beyond Your Comfort Zone

From personal interventions, I am also led to believe that people learn much more by stretching beyond their current comfort zones and actively and fearlessly ‘going for it’. If I had a large company I would want my staff to stretch and challenge more than offered by the orthodox route of attending routine, non-challenging training seminars and lacklustre and safe 1:1 or group coaching.

ROI on traditional Coaching and L&D

This next few bullet points may interest people who actually care and are responsible for performance…….

If you cannot prove a direct relationship between L&D activity and Coaching and relate this to bottom-line results, - you may have a big problem.
If you cannot trace the ‘golden thread’ connections between strategic vision, Coaching and L&D to actual behaviour change, you might want to explore new opportunities.
If you want to reject the ‘lazy route’ of choosing the 'easy option' of traditional coaching for real organisational learning through personal transformation, you will soon yield the results you need to take you to the higher level of performance
If you want to know which behaviours enhance learning and performance, email me to discuss things further or request my published article on the ROI of Coaching

And know that Nothing Changes until behaviour Changes. This simple truth has always guided my business advisory work. Stop doing what does not work and start doing what does. It’s as simple as that. And I am a great believer that we do learn more from failure than from great success.

I would be interested in your views and hope this short piece enlivens the debate over what works in organisational change work as opposed to that which consumes resource and time, but contributes little.

Email Philip Atkinson

Vision: Lean Business Transformation & ROI

21/1/2018

Tangible ROI in Performance Improvement

We live in an uncertain economy, where organizations and management teams have to second-guess the unrelenting pressures that impact and change the conditions under which their organizations operate. As the need for adapting to change speeds up, in reality, the ability to process information and make informed decisions to implement change slows down. There appears to be an inverse relationship between the ‘need to change’ and the willingness and to ‘agility to achieve that change’.

Demographic Change

The rate of change is dizzying! We live in a time where there is a clash of generational values in driving change. This manifests itself in conflict of generational values between manager and managed. The older generation ‘Baby Boomers,’ many holding senior positions in organizations, are perplexed in managing their generation X, Y and Z counterparts, whose values and beliefs are as radically different to baby boomers as chalk and cheese.

Lean adapting to Uncertainty and Delivering high ROI

The marketplace and consumers are not standing still either. Add to this changing values in the eyes and the voice of the consumer and customer. Managing change in organizations is becoming increasingly a perilous and poorly practised art form. The younger generation ‘X’ and ‘Y’ values demand ‘empowerment and engagement’ whereas the boomers tend to value ‘command and control’. There requires an alignment in how to achieve ends and means and work as one team.

Dealing with the resultant stress, tension and uncertainty is not just the sole province of the profit sector. It is tough in the public and third sector where Government demand austerity measures and the budget deficit, trending with ‘achieving more with less’. There has to be a major culture change in order to see change as natural and a journey, seeing things through. Increasingly organizations are revisiting Lean methodologies to bring about that sustained change.

Read the full article below - and email Philip@philipatkinson.com

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Disruption or Die - New Business Models

7/1/2018

Cultural Transformation

“This article highlights the thinking on change management by replacing the old business models that typify many industries and sectors in the economy, with Disruptive Thinking. It outlines the thinking and challenges of ‘disruption’ and how far it will influence organisational change by outlining OD (organisation development) strategies to bring that change rapidly into reality. Leaders bringing about this radical change have to reject the practise of the past as a wimpy, lacklustre, incremental process, and replace it with a disruptive radical approach. Think of outcomes at a higher level of thinking to implement, innovate, implement and innovate, implement and innovate time and time again to produce the culture of controlled, measured, disruptive and rapid improvement.”

Disruption should be the norm

Stop delivering the same old services to bored customers who have to wait too long and often get lousy service. It’s true in all sectors and in too many organisations. To deliver effectively to customers, end user and consumers, we have to develop performance levels based on the ‘new disruptive thinking’ rather than the lethargic old model of how organisations operate pre disruptive thinking and the new economy. Wake up. The command and control culture is dead. To operate and meet the demands of the new economy we have to develop standards at a stratospheric level of thinking, to have to move beyond the standard lumbering business view of the ‘customer gets what we can deliver to actually ‘delighting the customer’.

To continue reading the article click the PDF below. If you would like to discuss any issues please email me direct philip@philipatkinson.com

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2018: Your Best Year Yet

12/12/2017

Did you know there was a Gallup Poll in 2014 which identified that over two thirds of staff in organizations were dis-engaged from the raison d’etre of their business. Further, the survey of people in 141 nations suggested that only 13% of people were fully engaged in their career and in their job.

Quite shocking statistics especially as we are drawing close to the end of 2017 – what will the New Year have in store for you?

We are coming to that time of year when people start thinking about how they are going to change personally in the year ahead.

Shaping the Future

The year ahead is what you make it. You can finally crack all those difficult goals, or you can complain that you don’t have the luck or fortune to be the best you can be.
I have an article for you to support you in planning to shape the year ahead, and also a special offer for those of you who would like a blue print for shaping the New Year the way you want it.

The 4,000 word article was published a few years ago by the Chartered Institute of Operations Management but the content is still applicable and was a major driver in filling my open training workshops – ‘Master Your Potential’ for many months. It addresses the whole issue of Unlocking your Mind and mastering your potential.
The article is free to you – and you might like to take advantage of a promotion I have at the moment.

Video Training: Create Your Best Year Yet

You will have life time access to my Video Training Programme which highlights the key issues you need to address to shape your future for the better. It is entitled ‘Create Your Best Year Yet’ – it is normally $170.00 but we have reduced the price to $47.00 till 1st January 2018 when it will go back up to the current price. Here’s the coupon code https://www.udemy.com/master-your-potential-create-your-best-year-yet/?couponCode=XMAS-2017

It is a fundamental look at strategic planning for you as ‘brand you’ and explores the secrets behind successful personal development strategies and covers the following areas:

Developing a positive belief system to propel you towards your goals
Strategies to master the mind
Mastering your life and time line
Rehearsing for success
Effective goal setting

With the Video pack you also get a variety of PDF downloads which you can use to create 2018 the way you want it.

Good luck on the Journey.

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Trust – takes years to build and minutes to lose

20/11/2017

Tailoring and Developing a ‘Trust Audit’ for your Organisation

Make no mistake. Trust is vital in organisations. Trust with your customers, end users, stakeholders, regulators and staff takes years to build and minutes to lose. Trust is the emotional glue that brings people together to work and interact in a planned and meaningful way.

Distrust, discomfort, stress and conflict

Organisations that do not have a high degree of Trust can be dangerous places to work because personal ambition, who you know and political agenda detract from the core business. They are not nice places to work. Productivity is low and the best people tend to take off to better employers. Customer service tends to be appalling and relationships with stakeholders and suppliers are typified by suspicion and “getting one over” on them occupies too much time.

So, where does your organisation fit in the Trust stakes?

You may like to know that we have developed series of modules to provide accurate and precise feedback on how you are doing along the following lines:

Your Customers, end users, consumers – (if you are in the public sector read this as end users, the public, citizens, user groups and patients, residents and passengers)
Relationships with stakeholders, investors, regulators and suppliers
Trust across the organisation – functional reliability and cross functional working
Trust in functional and smaller teams
Trust between staff and managers

High Trust & Positive Working

Organisations that portray a high degree of trust between people, teams and departments are more coherent and cohesive in their actions. Trust is vital for working productively and in unison.

An organisation with a high Trust index is typified by the following:

Being focused with clear direction
Shared vision of positive outcomes
Engaged in meaningful and satisfying work
Positive shared values in working together
A positive organisational culture supporting growth and learning
Honesty

Low Trust, Cultural Conflict, Anxiety and Stress

An organisation with a low Trust index is typified by the following:

Ambiguous direction and outcomes typified by ‘bully boy’ leadership
Focus on ‘my turf’ and what’s important to me and my career and my personal ambition to get on ‘no matter what’
Working relationships having only win-lose outcomes
Suspicion – major communication is through the grapevine and rumour mill
Fear driven culture - with command and control attitudes
Personal political agendas

It is no surprise that most people would always opt for working in the first type of organisation (illustrated above), but may find, for whatever reason, that their current team or organisation is starting to take on board the characteristics of the second organisation (outlined above).

Desirability to Assess trust in Organisations

It is pretty obvious that Trust is an important component of the organisational culture. A culture where ‘Trust’ is dominant will be committed to engaging with staff at all levels. Trust is vital in working relationships and is demonstrated when you witness functional harmony and teamwork. Organisations that demonstrate high levels of Trust also project that Trust to their stakeholders, end users, customers and clients. Organisations with a high Trust index deliver much better customer service than their low Trust counterparts.

If you would like further information on how to measure Trust in your culture email Philip here Philip@philipatkinson.com

If you’d like to read through our highly reviewed published article and Trust report please click below.

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Visionary Leadership - Managing Resistance

7/11/2017

“Keep on Keeping on….”.

No I don’t know where the statement or song lyric originates but it perfectly sums up how I believe about change. You have to get off your ass and lead it – don’t expect it to manage itself.

You just have got to keep on doing the right thing rather than just talking about it and doing nothing, or finding excuses. That means Leading the process and disrupting resistance.

Two Types of Resistance

Passive and active resistance are the barriers that stop you Leading change. Most people who oppose change are passive, and say one thing but think or do the opposite of what is required. Active resistance is easy to deal with because it’s out in the open – but most is private and occupies too much time on the grapevine. The majority of change is passive and negative. People hide it – voice it privately to like minded people but falsely portray a public face of being in 'full support' of whatever it is you are trying to improve.

Nature of resistance – what to look for

The nature of resistance is that, generally speaking, we do not experience it actively and publicly. Its presence is often displayed covertly, even passively. If resistance was displayed in a very forthright manner we could deal with it logically, the same way we would deal with most problems. But resistance often shows up in different and unexpected ways. You may have many staff involved in a change project who are making all the right ‘approving noises’ but underneath this exterior face of compliance lurks other dark forces in terms of personal motivations and agendas.

Say one thing, do another

If you are going through any major change now, you will be able to identify those who passively resist from those who speak their mind. For instance, in the average organization, I know that the population in the overall management group may tell you they are 100% committed, but often are not. The management group may be as little 15-20% who demonstrate a positive commitment, with ‘early adapters’ wanting to move forward but being held back by their colleagues who are not advocates for any form of improvement beyond their current comfort zone.

This is an exercise for you. Consider if people fall within the following categories. The first three categories below only occupy about 6-10% of the average management group in organisations.

Type 1: Change Champions – very few managers reflect this style – 1-2%

Type 2: Early Adapters – take a little longer but they are positive 2-3%

Type 3: Late Adapters – longer to join the group 5-8%

Type 4: Fence Sitters – One day they are for it next day they are against it. They have to be continually convinced that it’s the right thing to do. This is where the majority fit – maybe 50-70% of the organisation

Type 5: Resisters – for whatever reason they do not commit, are pessimistic, and do little to demonstrate real support - maybe 10-15%

Type 6: Saboteurs or Terrorists – actively fight against the changes – maybe 2-3%

So how does your organization stack up? Are you one of the lucky few who have a group of managers thirsty to lead and implement change, or are you limping behind, peopled by managers who are pessimistic, negative and waiting for others to take action?

Change is after all about managing personal motives and agendas

We often find that an organisation’s senior managers commit to change but don’t do it 100%. Instead, they commit to what suits them and their own agenda. Well sorry, that’s not what it’s all about. Maintaining an enthusiasm for change even when the going gets tough is what characterizes management teams who lead successful organizations. You cannot be luke-warm to change, either you are for it or you are against it. There is no in between state. It’s a lot liking being pregnant – either you are or you are not.

Tough Love – You have to Lead change

Without Leadership there is no change. Commitment as a process is all about navigating a steep learning curve. Some days the journey will be positive and pacey, you visibly see progress and you are making forward leaps. Other days you seem to be wading through treacle, and on bad days you are taking backward steps.

You must lead the process. You either lead change or you don’t. You cannot administer yourself through the quagmire of doubt, hostility and uncertainty.

Stop talking a good game – do something that makes a difference

Only recently I have been working with several organisations’ top teams asking them to commit and take well thought through and brave action. When you want to measure Leadership, commitment don’t ask for opinions and support you ask them to do things and demonstrate their commitment with action that moves you forward.

Action Planning

I love it. Too many talk, few act. Set action plans and monitor the heck out of them. Do not reinforce bad or non-compliant behaviour with indecision. Use sanctions. Why set boundaries and new behaviours and then ignore poor performance. It does my head in. Find managers doing the right thing and reinforce good behaviour. Deal with poor performance. If you are endorsing poor performance, and psychologically setting even lower performance standards, that will become the norm that others can follow.

Resistance to Change

You know, I am often asked to design and deliver a change strategy but before I can do it I have to deal with resistance to change and get some movement in the management group, starting from the top. You have to move their mindset from ‘stop and prevaricate’ – to ‘decide and act’.

All people are Boss Watchers

We forget that others watch and observe what the management group commit to doing. People focus not on the words and management mantra, but the deeds that flow from leaders and managers.

Accept that Resistance will be the ‘Norm’

It will be the norm but don’t accept it as the norm. Reframing the concept of resistance as ‘natural’ is a good way of looking at it. Consider ‘resistance’ as a form for positive change. If you can predict ‘how’ people will resist the flow of your good ideas from theory to practice, then you may be in the process of formulating a blue print for change and Leading for the future. More importantly, you want to develop a strong and powerful Leadership process and programme, and please make sure it is tailored to your organisation and the particular demands and constraints of the business.

Be brave and reject standard Leadership programmes

Reject the off the shelf package. You have to identify the behaviours currently displayed and those you want to see practiced in the future. Then devise strategies to close the gap. All change depends on behaviour, so it’s a good idea to start with behaviourial change. We can enable you to do that.

If you want to find out more, have a look at this article published in the Chartered Institute of Management Services Journal 2015 entitled “Without Leadership there is no Change” – here is the PDF download below. And if you want to find out more email me direct Philip@philipatkinson.com

One final comment – one CEO asked me for a piece of advice for Leading change. I was happy to supply the answer. “Start sooner”

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Philip Atkinson is a strategic OD advisor, trainer, coach and author of books and articles on organizational change and leadership

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