High performance culture

High performance culture – how do you generate one?

High performance culture

Improving business performance

High performance culture – performance is key to your organisation’s survival.  You cannot afford to under perform.  But how do you generate a high performance culture? 

Here are some tips!

1. Show leadership from the top

Those at the top of the organisation must be committed to a high performance culture. If necessary, they must be prepared to change to ensure this. The performance management framework  must operate throughout the organization from top to bottom. Those at the top need to model the desired behaviour.

2. Develop business plans

Business planning should be positive. But it must also must be realistic if a high performance culture is going to exist . Be clear about what can be delivered with the resources available.  How will those available resources change over time?  Take into account the people management implications. If you invest in training, how will that effect your business plan? Once plans and priorities have been established, they need pervade the organisation. Your plans need to be translated into department, team and individual performance plans. These need to be throughout the organisation. Can you see the the organisation’s objectives reflected in the most junior employee’s performance plan?

3. Establish what good performance looks like and how it can be measured

All performance indicators and other criteria used to measure performance must be clearly communicated. This should be to all staff and contractors supporting the organisation. Think about what really matters. And focus on measuring the essentials. Keep the number of measures to a minimum.  Want to know more about performance measures? Follow this link

4. Monitor and evaluate

Systems need to be set up to ensure that performance can be monitored and evaluated throughout the year.  You need to understand the effect of changes in levels of performance on the services delivered to your customers or users.

5. Agree specific performance objectives

The organisation’s plans and priorities must be translated into department, team and individual performance objectives. This will usually be by using your existing performance appraisal and staff development processes. Individual plans are most effective when both manager and employee agree them.  Objectives should be SMART. That means;

  • Specific
  • Measurable
  • Agreed
  • Realistic
  • Time bound.

Is the existing performance management system for your staff  up to the job? If not, take some advice and change it. See Paragraph 7 below.

6. Develop an internal communications’ approach

Effective messages should target your intended audience in the whole range of ways available to you. So, develop a plan for how you will use different media to target various communities within the organisation using for example:

  • Email
  • Intranet (inside the organisation)
  • Internet
  • Newsletter/house magazine
  • Notice board
  • Team briefs
  • Video and in-house TV (you can even use YouTube.)

In addition, regular surveys and suggestion schemes are important ways of ensuring that employees have the opportunity to tell you what they think. This can be on a wide range of issues that impact on  performance.

7. Ensure that performance framework systems are truly in place

A performance review/appraisal system is traditionally used to

  • Set objectives,
  • Identify support needs and
  • Measure progress against objectives.

For it to work effectively, the system must be clearly understood by both managers and employees. This requires:

  • Managers have access to guidance. And the training needed to ensure they manage performance effectively throughout the year
  • All employees have the necessary support, guidance and training to help them engage fully in the performance appraisal process.

If you don’t have these in place it is unlikely that you can become a high performing organisation

8. Support employees to succeed

Effective induction and probation processes for new employees are extremely important. They set the right expectations of performance for both the employee and the manager. Personal development plans (PDPs) should explain how development needs will be met.

9. Encourage performance improvement

Sometimes performance will not meet the required standard. You will need to identify what is getting in the way. Don’t assume anyone chooses to perform poorly. Put in place a plan to deliver improvement and give support. The principle is the same at both the team and individual level. So you need to have clear procedures for dealing with poor performance.

10. Recognise and reward good performance

Good performance needs to be recognised and rewarded. Recognising performance should include sharing success stories. And share the knowledge gained across the organisation. Highlight how good performance helps the organisation as a whole.

Working with an executive coach really can help you get your organisation to perform well. Why not take advantage of my offer of a free half hour coaching session to find out how I can help

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organizational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Leadership at all levels

Leadership at all levels

Creating Leadership At All Levels

Leadership at all levels – leadership is about creating positive change in a group leadership at all levelsto achieve a long-term objective. It means having a vision, setting goals and knowing how to move  people towards them. The key skill is knowing how to best use your resources, mainly  your people and their talents, to get you to where you need to be.

As the leader, you should be able to show why you should have the authority to be in the leadership role. You have to understand the organization and the world in which it operates. That way you can win the confidence and trust of the people you will lead. If you are new, you need the best brief you can get. Then ask questions that will show people you are really interested in them and what they are trying to do.

If you are leading a team, you will need to develop and motivate individuals and groups. That means helping people find meaning and purpose in what they are doing. They need to see it as worthwhile. And, as a leader, you have a responsibility to create more leaders throughout your organization. You can do that by setting a positive example. Allow people to learn and develop on the job, as well as encouraging them to be proactive. Let them know they really can influence the way the organization achieves success.

If you are the leader, you will need resilience and be able to overcome obstacles that others find daunting. You should know how to find new solutions and inspire others to do the same thing. Make sure people throughout the organization know that their ideas are welcomed and will be rewarded. Help them to have confidence in you, and themselves, when times are hard.

Be prepared to recognise and reward positive leadership

Be prepared to recognise and reward positive leadership wherever you find it. Let some of your own power be passed on to those around you. Just make sure they share your vision. And that you have a way to know whether they are staying on the right track. Accept, that letting go of power means taking risks and be ready to step when things go wrong. That is part of leadership too! Support your emerging leaders and what you will win is their loyalty. They in turn will support you.

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Anchor the Change

Anchor the Change

Leading Change the Kotter Way

Anchor the Change is the eighth and last step in the Kotter model. Real changeanchor the change runs deep, takes time and needs to be embedded. It has to become part of the core of your organization! Your corporate culture often determines what gets done, so the values behind your vision must be shown in day-to-day work.

This post is last part of a series on the Kotter approach to leading change. I am in process of revamping my original Kotter model series. Links to all the earlier Kotter posts are in this paragraph. The Kotter model is based on research which showed that there are eight critical steps an organisation or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. We have already reissued; Step One: Creating Urgency Step Two: Forming a Powerful CoalitionStep Three Creating a Vision for Change Step Four: Communicate Your Vision , Step Five: Handling Resistance , Step Six Delivering Short-Term Wins and Step Seven Building on Change

Step Eight: Anchor the Change in Corporate Culture

This is the last step. To make any change stick, it has to become part of the core of your organization! Your corporate culture often determines what gets done. So the values behind your vision must be shown in day-to-day work.

You should make continuous efforts to ensure the change is seen in every aspect of your organization. This will help give that change a solid place in your organisation’s culture.

It’s important that your company’s leaders continue to support the change. This includes existing staff and any new leaders who are brought in. If you lose the support of these people, you could end up back where you started.

What you can do:

  • Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. Give everyone a clear picture!
  • Include the change ideals and values when hiring and training new staff.
  • Publicly recognise key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.
  • Publicly reward people who demonstrate the change in their behaviour – even if it is just a word in the office at their desks.
  • Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.

Meanwhile …

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Building on Change

Building on Change

Leading Change the Kotter Way

Building on Change is the seventh step in the Kotter model. Real change runs Building on Changedeep and takes time. Quick wins are only the beginning of what needs to be done to achieve long-term change – make sure you take enough time!

This post is  part of a series on the Kotter approach to leading change. I am in process of revamping my original Kotter model series. Links to all the earlier Kotter posts are in the next paragraph. The Kotter model is based on research which showed that there are eight critical steps an organisation or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. We have already reissued; Step One: Creating Urgency Step Two: Forming a Powerful CoalitionStep Three Creating a Vision for Change Step Four: Communicate Your Vision , Step Five: Handling Resistance and Step Six Delivering Short-Term Wins

Step Seven: Build on the Change

Kotter argues that many change projects fail because victory is declared too early. Real change runs deep and takes time. Quick wins are only the beginning of what needs to be done to achieve long-term change – make sure you take enough time!

Launching one new product using a new system is great. But you may need  launch 10 products to ensure that the new system is well embedded and really working. To reach that 10th success, you need to keep looking for improvements.

Each success provides an opportunity to build on what went right and identify what you can improve.

Building on Change – What you can do:

  • After every win, analyse what went right and what needs improving.
  • Set goals to continue building on the momentum you’ve achieved.
  • Learn about the idea of continuous improvement
  • Keep ideas fresh by bringing in new change agents and leaders for your change coalition.

Meanwhile …

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Adjourning and Mourning: Tuckman Part 5

Managing Team Performance: Team Work 101

Form, Storm, Norm, Perform and Adjourn.

Tuckman Part 5 – Adjourning and Mourning

Adjourning and Mourning is the last part of the Tuckman model of how groups/teams Adjourning and Mourningdevelop.

Most groups go through a formation process like that described by Dr Tuckman. And, this includes a fourth and main stage when the group actually delivers the task. So, understanding the Tuckman model can help you lead, manage and facilitate teams and work groups more effectively. Some group leaders find the stages uncomfortable – they can be challenging to handle. Unfortunately, stages can seem slow and a waste of precious work time. But going through them means a more cohesive and efficient working group is formed

This short series of posts is about how you can lead your group through the Tuckman stages to achieve a good result. My post on  Stage 1, described how the group will be looking for some ground rules. In Stage 2, they set about testing what they think those ground rules might be. Stage 3 meant people began to experience a sense of group belonging. Stage 4 was about managing team performance.   Now, in Stage 4 Adjourning and Mourning,  the group breaks-up with its purpose, hopefully fulfilled.

Adjourning, and mourning

If the team leader has taken the advice set out for moving from Stage 4, the group will now have delivered the task.  The members can move on to new things carrying forward learning from this experience into their new work. But for that to be done successfully there is a change to be managed.

The break-up can be hard for members who have come to enjoy team routines or who have developed close working relationships with other team members.  People may feel very insecure and anxious about finding a new role.  It is important to celebrate and document what has been achieved and to make sure that all have a chance to share the learning from this group experience. Some group members may need particular support in moving forward. It can be a stressful period, particularly if the group is being broken up before its task is complete.

Leading the group through Stage 5 

What is the role of the leader? With a group in Stage 5, there is an opportunity to use a whole range of management skills.  You are dealing with conflicting emotions in yourself as well as in the team. These can include happiness and pride in a job complete, sadness at the dissolution and, even, anger if the group is being disbanded for less than noble reasons.

There may be some mundane but important tasks to complete. These may include archiving and record keeping for governance purposes. But team members may find it difficult to find the motivation to complete them,. Also encouraging honesty and sharing around lessons learned by the group during its lifetime, means you need to keep the members’ trust. A positive outcome means you lead them to acknowledge the task is complete, accepting the best and worst of the process. Then you help them let go and say goodbye

What could be problems in Stage 5 Adjourning and mourning?

Team members may well have feelings of dislocation and loss.  People deal with their feelings in different ways.  You may find some lose motivation completely and start to avoid the necessary work.  Others may argue over minor details and you find them reverting to storming – old arguments re-surface.  Others may deny or try to pretend that isn’t really the end and find excuses to prolong the process. Leading/managing means being vigilant, identifying what is happening and intervening with understanding and support.

This is the last in this series on the Tuckman Model – Forming, Norming, Storming, Performing and Adjourning.  But I’d welcome your thoughts and your questions. If you need advice on implementing the model, please get in touch.

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Taking A Career Break: Quotes and Resources

Taking a Career Break

Taking A Career Break: Quotes and Resources

Taking a career break! Lots of us think and may be dream about the idea of taking some time out from the daily grind. Here are some quotes on the experience. Plus I’ve included below details of two books to  help you on your way. And now the quotes…

  1.  It is energizing and liberating to turn down a road you have not traveled before. To reach toward what you cannot yet touch brings new passion and strength to your life. Ralph Marston
  2. Disconnect with your work self on a sabbatical, and you’ll reconnect with who you really are.  Corbett Barr
  3. It’s a time to immerse yourself in a different environment, try new things, reassess your priorities, and look at your life from a different perspectiveMarelisa Fabrega
  4. Give yourself the priceless gifts of new experiences, new skills, new knowledge and the confidence of knowing how quickly you can grow. Expand your horizons, again and again, and discover that every limit is there to be transcended.  Ralph Marston
  5. Getting away from it all might be the only way you can really reset or change course. If you continue around the day-to-day, making significant changes is tough. Taking a few months off will give you the space you need to figure things out. Corbett Barr
  6. Taking a sabbatical is the first step towards discovering whether or not I can take the leap of faith and do something fully on my own.  Do anything for a while, and it becomes increasingly harder to cut the cord. Sam Dogen
  7. Of Fortune’s best 100 companies to work for in America, 21 of them have paid-for, formal sabbatical programs. It’s a competitive advantage with regard to recruiting talent. Jaye Smith
  8. Almost everybody got back to some form of better eating and exercise, and they keep that up. And they say, “I didn’t realize what stress I was under. Now I can go back for my next five years with some balance” Rita Foley
  9. My sabbatical didn’t really recharge my batteries as I hoped it would.  Instead, the sabbatical helped realize my preference for freedom over a steady paycheck at this point in my life.  I’ve experienced what life could be like if I worked for myself and I must say that I’m extremely excited about the prospects. Sam Dogen
  10. Twenty years from now you will be more disappointed in the things that you didn’t do than in the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Mark Twain

Books on Taking A Career Break

Escape 101: The Four Secrets to Taking a Sabbatical or Career Break Without Losing Your Money or Your Mind by Dan Clements and Tara Gignac  

“What’s your dream escape? Relaxing on a palm-studded beach? A year off to write your novel? Missionary work with the needy? Exploring ancient ruins or saving the rainforest?

Whether you’re an adventurer, a poet, a volunteer or you just need a break, Escape 101 provides you with a step-by-step system to take as much time as you need from your job, career or business, without losing ground.”

A Gap Year for Grown Ups by Susan Griffith

“A guide for grown ups wanting to take the trip of a lifetime, containing information on specialist schemes and opportunities for professionals and mature travellers. Covers everything from what to pack to paying the mortgage when away, as well as advice from adult gappers who have been there and done it.”

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Life Cycle Leadership

Life Cycle Leadership

Life Cycle Leadership! The team behaviour theories of  Tuckman and leadership theories of Hersey and Blanchard plus Adair can be brought together to into a simple model. This will show how different Leadership styles are required across the life cycle of an activity as illustrated in the diagram below.

The Cycle

Life cycle leadership
  • At the start an activity, task or project , the individual, team or group can be confused and uncoordinated! 
  • The leader needs to be more directive; focusing on the task at hand. They promote ownership by the individual or team member and encourage their confidence. 
  • As the team develops, the leader focuses on coaching. This to to get the group into agreeing how they will behave to complete the task! They sort out how they will work together
  • There may be conflict. If so the leader uses a facilitative approach to lead them to resolution. 
  • As the individual or team becomes more confident and self-managed, the leader concentrates on leading the team overall and develops a delegating style!
All this leaves most leaders with a challenge. ‘How do I develop the competence and confidence to use a wide range of leadership styles?’
Well, you could start by following our series of posts on the team development work of Dr Tuckman. Here is a link to the first post;  Forming the Team: Tuckman Part 1 

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Managing Team Performance: Tuckman Part 4

Managing Team Performance: Team Work 101

Form, Storm, Norm, Perform and Adjourn.

Tuckman Part 4 – Managing Team Performance

Managing team performance is an essential part of the Tuckman model of how groups/teams Managing Team Performancedevelop.

Most groups go through a formation process like that described by Dr Tuckman. And, this includes a fourth and main stage when the group actually delivers the task. So, understanding the Tuckman model can help you lead, manage and facilitate teams and work groups more effectively. Some group leaders find the stages uncomfortable – they can be challenging to handle. Unfortunately, stages can seem slow and a waste of precious work time. But going through them means a more cohesive and efficient working group is formed

This short series of posts is about how you can lead your group through the Tuckman stages to achieve a good result. My post on  Stage 1, described how the group will be looking for some ground rules. In Stage 2, they set about testing what they think those ground rules might be. Stage 3 meant people began to experience a sense of group belonging. Now, in Stage 4,  the leader should not need to be involved in the day-to-day work of the team. People are working effectively as a group.  If this stage is reached, the group are high-performing, motivated and achieve effective and satisfying results.

Stage 4 – Managing Team Performance

 

Let us be honest; not all groups are able to reach Stage 4.  Perhaps, they achieve the task but without ever truly excelling. And they will need pretty constant supervision and guidance from the team leader. But, if the team leader has taken the advice set out for moving on from Stage 3, there is good chance the group has reached Stage 4. Now, the group will be delivering the task with a high degree of openness, trust, confidence and autonomy.

The work itself is carried out to a high standard and the group take pride in their team results and superior performance. Problems are seen as opportunities and they are tackled constructively.

The group can make decisions and solve problems quickly. And, people may challenge each other; there are can be healthy differences of opinion. But these are resolved in a friendly manner. The group has the confidence to review and revise work processes if necessary. Now, new ways of doing things are considered and incorporated.

Leading the group through Stage 4 – Performing

What is the role of the leader? With a group in Stage 4, the leader does not need to be involved in decision-making, problem solving or the day-to-day work of the team. People now work effectively as a group. Therefore, the leader role is to monitor progress and celebrate achievements; this helps to maintain morale and the performance of the group. And, the leader is also the conduit for any strategic decisions which need to be made at a higher level, for the group to complete their work.

What if they don’t stay in Stage 4 – Performing?

There remains a possibility that the group could revert back to an earlier stage. For example, if someone leaves or new members join. Perhaps, one of the existing members has started to work independently or outside the rules/norms (formal or informal) subscribed to by the rest of the group. It is possible then for the team to revert back to an earlier stage. And, this will last until they have come to term with the change or the issues are resolved. If the team slips back, the leader should become more actively engaged again.  And, this could mean more close supervision for a while. Also encouraging them to have the confidence to go back to trying out new ideas and working independently, while remaining part of the group. So, they need you to be a cheerleader again – encouraging your group and recognising them for the good work they are doing.

Now we are moving towards completion of the task – the next post will be about Stage 5 Adjourning and saying goodbye!

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Organisational culture

Organisational culture

Organisational culture – an organisation’s culture is a complex system with a organisational culturemultitude of interrelated processes and mechanisms that keep it humming along.  Sometimes it is hard for the leadership team to really understand the culture of the organisation they lead.

This is true particularly if they follow the traditional pattern and don’t move much from the leadership floor!

The leading team may think they determine the culture when they agree a vision and define the values that go with it.

“Oh yes, we are on a mission and we have a mission statement too! It is all in the hands of our Comm’s Director, so I’m sure people understand what it means and reflect it in our culture!”

Really? Unless those vision and mission statements are truly reinforced throughout the organization, they can be meaningless in terms of the culture.

So, do you understand your organisational culture. How do you know what is happening where you are? Here are a few questions for you to think about;

  • Are your organisation’s vision and values reflected in performance reviews and training programmes?
  • What about you financial reward systems? Do they reinforce them?
  • How about memos and communications? Do they highlight what the leadership team thinks are important.
  • What about management actions? For example, are more junior promotions for people who toe the line? Or are they for people who go out on a limb to pursue your vision?

In reality, in most organisations, the culture develops unconsciously and organically. It creates a system that, while not always ideal, does work.

Changing an organisational culture is a real challenge!

It is hard to do without losing the good things you have now. Of course, that assumes that as a leadership team, you are clear about what good things you do have now!

If you are serious about your vision. And you really want to see your values in practice. Then you may have some hard work ahead!

But, of course, until you understand the culture you have now, you won’t know what you need to do. Will you?

Time to start asking some questions, I think!

Working with an executive coach really can help you get your organisation to perform well. Why not take advantage of my offer of a free half hour coaching session to find out how I can help.

Wendy Smith is a career consultant, life coach and business coach with depth of experience in organizational development, management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link

         

Handling Resistance

Handling Resistance

Leading Change the Kotter Way

Handling resistance and fear is the fifth step in the Kotter model. This is handling resistanceabout empowering action, over coming resistance and getting rid of obstacles to change. This post is  part of a series on the Kotter approach to leading change. I am in process of revamping my original Kotter model series. Links to all the earlier Kotter posts are in the next paragraph.

The Kotter model is based on research which showed that there are eight critical steps an organisation or service needs to go through to ensure that change happens and sticks. This series of posts will consider these steps in greater detail. We have already reissued; Step One: Creating Urgency Step Two: Forming a Powerful CoalitionStep Three Creating a Vision for Change and Step Four: Communicate Your Vision

Now we are reaching the point where your investment in Stages 1 to 4, begins to pay dividends. Kotter himself states that when Stages 1 to 4 are skipped, resistance is inevitable and this can destroy your change.

People resist change because they fear loss.

They believe they are defending something they value which feels threatened.   This can include loss of security, power, resources and overall loss of control.  Most of us fear the unknown.

If you have followed the earlier Kotter steps when you reach this point, you will have been talking about your vision and building up buy-in from all levels of the organisation. Hopefully, your group will want to get busy and be out there achieving the benefits that you’ve been promoting.

But there may still be some resisting the change!  There may be people (individuals or groups), processes, structures and even organisations that are getting in the way? You not only need to put in place the structure for change, but check continually for barriers and blockers to it.

Handling resistance and removing obstacles can empower the people you need to execute your vision and it certainly helps them move the change forward.

Handling resistance! To remove obstacles you should;

  • Identify, or hire, change leaders whose main roles are to deliver the change.
  • Look at your organisational structure, job descriptions and performance and compensation systems to ensure they’re in line with your vision.
  • Recognise and reward people for making change happen.
  • Identify people who are resisting the change and help them see what’s needed.
  • Take action quickly to remove barriers (human or otherwise).

When people are resistant;

  • Help them understand the logic behind the change.
  • Give them an opportunity to contribute – to help design and implement the change (e.g., ideas, task forces, committees).
  • Provide facilitation & coaching to help them adjust to the change.
  • Offer incentives to those who continue to resist change.

If all else fails, and this change is critical to the organisation, you may need to use authority to get people to accept the change or move them sideways and, sometimes, even out of the organisation. Do it with as much respect for their dignity as possible – those remaining will be marked by how your respond .

This can be one of the most challenging stages for the Change Leader but – as I’ve written here many times before – no one told you change was going to be easy!

Meanwhile …

Here is a Kotter Reading List for you;

Wendy Smith is a career consultant, life coach and business coach with depth of experience in management, coaching and personal development. That experience means she is equally at home helping clients find a new career direction, starting-up new businesses or dealing with life’s more challenging personal issues. You can contact her at wendy@wisewolfcoaching.com

Wendy has written a little eBook on how to get on with your boss and a book on job search – you can find her books on Amazon at this link