change management

Corporate CPR Episode 120: How A Lack Of Resilience Might Be Killing Your Company

/ Jana

On today’s episode we are talking about how a lack of resilience might be killing your company.

Russell Harvey, a Resilience Coach, Facilitator, and Public Speaker, is on a mission to positively impact 100,000 lives by 2025, already reaching 44,212 individuals. With over 20 years of experience in Learning, Leadership, and Organizational Development, Russell’s approach is grounded in positive psychology and a Strengths-Based methodology. He balances pragmatism with creativity and playfulness, offering support, challenge, and progress to his clients. Beyond his professional endeavors, Russell serves as Chair of Governors at a local primary school and volunteers with Leeds Young Authors. His extensive qualifications include over 4000 hours of coaching, certification in performance development coaching, and expertise in facilitation.

Episode Highlights:

  • Encourage open discussions about individual strengths and preferences to optimize performance and engagement.
  • Aligning roles with employees’ strengths leads to greater productivity, fulfillment, and organizational success.
  • Address potential challenges upfront to prevent larger issues, ultimately saving time and resources in the long run.
  • Tailoring communication and engagement strategies to individuals’ natural strengths can facilitate easier and more productive conversations.
  • Building a resilient organization involves aligning roles with employees’ strengths, which leads to higher performance, enthusiasm, and engagement.
  • Fostering proactive resilience through self-reflection, role-playing, and leadership development strategies can help scale resilience initiatives across the organization.

Top 3 Takeaways for the Audience:

  1. Spring Forward with Learning: Emphasize the importance of continuous learning and growth, encouraging individuals to embrace new experiences and insights to propel themselves forward.
  2. Strengths-Based Approach: Recognize and leverage individual strengths to drive motivation, engagement, and effectiveness in both personal and professional pursuits.
  3. Delegate Brilliantly to Strengths: As a line manager, prioritize delegating tasks according to employees’ strengths, fostering a culture of empowerment and maximizing team performance.

How to Connect with Russell:

LinkedIn: www.linkedin.com/in/russelltheresiliencecoach/

Website: https://www.theresiliencecoach.co.uk

Corporate CPR Episode 119: How Your Meetings Might Be Killing Your Company

/ Jana

On today’s episode we are talking about how your meetings might be killing your company.

Stefanie Krievins, President of The Change Architects since 2014, thrives on dynamic change. Rejecting stagnant plans, she champions continuous learning and organizational strategies, fostering workplace innovation and joy. Her brainchild, The Change Architecture Framework, guides companies through transformation, emerging stronger. Stefanie, an Indiana University alumna, holds a Master’s and undergrad degree. Certified as a solution-focused coach by Erickson International and a member of the International Coach Federation, she’s renowned for her disruptive approach. A self-proclaimed Pro Troublemaker, Stefanie challenges leaders to embrace discomfort and drive impactful change. As host of the “Hot Mess Hotline” podcast, she offers a platform for ambitious leaders seeking genuine transformation.                

Episode Highlights:

  • Schedule virtual coffee breaks or informal chat sessions for team members to engage in casual conversation and foster rapport.
  • Utilize collaboration tools like Slack or Microsoft Teams to facilitate spontaneous communication and open channels for discussion.
  • Emphasize the need for meetings to deliver substantial value, measured against the collective cost of attendees, and encouraging self-reflection on meeting participation and leadership behaviors.
  • Encourage transparency and knowledge sharing by documenting work and sharing updates regularly using shared documents, wikis, or project management tools.
  • Recognize the importance of physical gatherings for building relationships and facilitating informal learning and idea exchange.
  • Promote cross-team communication by creating opportunities for serendipitous interactions and idea exchange, even in a remote work environment.
  • Start meetings with informal icebreakers or personal check-ins to foster rapport and create a sense of community among team members.

Top 3 Takeaways for the Audience:

  1. Say no to more meetings: Challenge the status quo by being selective about attending or scheduling meetings, prioritizing those where you can contribute value.
  2. Commit to active participation and leadership: Take ownership of meetings by actively engaging, sharing ideas, and fostering an environment of open communication and honesty.
  3. Focus on building trust and psychological safety: Recognize the importance of creating an environment where team members feel comfortable expressing their thoughts and opinions, ultimately contributing to organizational success.

How to Connect with Stefanie & The Change Architects:

Website: http://www.thechangearchitects.com

Corporate CPR Episode 102: How Lack Of Alignment Within Your Organization Might Be Stunting Your Growth

/ Jana

On today’s episode we are talking about how lack of alignment within your organization might be stunting your growth. 

Jim Stevenson, Founder and CEO of Bletchley Group, an International Growth Consultants firm, specializes in Strategy, Transformation, and Growth. Committed to making growth the focus of strategy, he excels in creating customer-centric plans, go-to-market strategies, and aligning capabilities for revenue growth. As the visionary behind Tech Startup Machine, Jim collaborates with global brands and startups, providing digital services, from e-commerce to brand protection. Noteworthy clients include Guardian News, Bacardi, and Hilton Hotels. A Thought Leader and Speaker on Digital Strategies, Marketing, and Business, Jim’s specialties encompass Strategy, Transformation, and Growth. His versatile roles include Interim/Fractional Chair, CEO, Leader, Consultant, or Coach.

Episode Highlights:

Cultural Foundation: A strong, shared culture is foundational for a growing company’s success. Maintaining this culture becomes challenging as organizations expand, but it is crucial to prevent the formation of silos that hinder overall alignment and productivity.

Vision and Leadership Alignment: Continuous emphasis on the North Star or overarching vision is vital for a growing organization. Lack of alignment at the leadership level, including the board, CEO, and C-suite, can lead to divergent objectives and hinder overall progress.

OKRs for Strategic Alignment: Implementing Objectives and Key Results (OKRs) is a powerful strategy for aligning teams with overarching company goals. Focusing on challenging OKRs, cascaded from the top down, ensures a balance between aspiration and achievability.

Testing and Learning: Embracing a mindset of continuous testing and learning is crucial, especially for smaller entrepreneurial companies. Setting a clear time horizon for metrics and accepting the possibility of mistakes are key to the learning process.

Start Small for Big Impact: Initiating change through smaller, impactful projects can have a significant effect when steering a large organization. Proving success on a small scale generates enthusiasm and paves the way for broader and more significant transformations.

Jim’s Top 3 Takeaways for the Audience:

  1. Culture is a big thing.
  2. Alignment at all levels of the organization is critical.
  3. Focus on executive sponsorship. 

How to Connect with Jim:

https://www.linkedin.com/in/jimstevenson/

Navigating Project Management Waters: Challenges and Solutions for Small Businesses

/ Jana

In the dynamic world of small businesses, project management often becomes a juggling act. While big corporations may have dedicated teams and sophisticated tools, small businesses face unique challenges in managing projects effectively. Let’s dive into the hurdles and discover tailored solutions to keep the ship sailing smoothly.

 The Challenge of Limited Resources

Small businesses are often strapped for resources, both human and financial. This can lead to overburdened teams wearing multiple hats, making it challenging to allocate time and expertise to project management.

Solution: Embrace simplicity. Utilize user-friendly project management tools that streamline processes without overwhelming your team. Prioritize tasks and focus on key project elements to maximize efficiency within constraints.

Communication Hurdles in Small Teams

In a smaller setting, the lines of communication should be clear, but the reality is often different. With fewer team members, miscommunication can have a significant impact on project outcomes.

Solution: Foster open communication channels. Regular check-ins, concise updates, and utilizing collaboration platforms can enhance team communication. Create a culture where team members feel comfortable expressing concerns or asking for clarification.

 Adapting to Change

Small businesses are agile by nature, but adapting to unexpected changes in a project can be a stumbling block. Lack of established processes may lead to chaos when the unexpected arises.

Solution: Embrace flexibility. Establish a framework that allows for adjustments without derailing the entire project. Encourage a mindset that views change as an opportunity for improvement rather than a roadblock.

 Balancing Act: Quality vs. Speed

Small businesses often find themselves torn between delivering projects quickly and maintaining high-quality standards. The pressure to compete can compromise the quality of work.

Solution: Find the sweet spot. Clearly define project goals and set realistic timelines. Prioritize tasks based on importance and potential impact, allowing your team to focus on delivering quality results within achievable timeframes.

Building a Project-Centric Culture

Unlike larger corporations, small businesses may not have a well-defined project management culture. This lack of a structured approach can lead to projects losing direction.

Solution: Cultivate a project mindset. Invest in project management training for your team and encourage the adoption of best practices. Establish a project-centric culture where everyone understands their role in contributing to successful project outcomes.

While small businesses face unique project management challenges, they also possess the agility to overcome them. By implementing tailored solutions that align with the company’s size and resources, small businesses can turn project management into a strategic advantage, driving growth and success.

Change Management Mastery: Best Practices for Success 

/ Jana

Change is inherently unsettling, and if not managed effectively, it can lead to resistance, confusion, and decreased productivity. As a consultant, your role is not just about delivering a project on time and within budget but also ensuring that the transition to the new state is as smooth as possible. 

So, here are some of the best practices that have helped me weather the storm of change management: 

1. Engage Stakeholders Early and Often 

One of the most critical aspects of effective change management is involving stakeholders from the get-go. Identify who will be affected by the change, both directly and indirectly, and bring them into the conversation early on. Hold regular meetings, workshops, or focus groups to gather their input, address their concerns, and make them feel like active participants in the change process. 

Remember, it’s not just about informing stakeholders; it’s about engaging them in meaningful discussions and listening to their feedback. This collaborative approach can turn potential opponents into advocates for change. 

2. Communication is Key 

Communication is the glue that holds change management together. Develop a comprehensive communication plan that outlines what, when, and how information will be shared with stakeholders. Consider using a variety of channels, such as emails, newsletters, intranet updates, and even town hall meetings to ensure that everyone is well-informed. 

In your communication, be transparent about the reasons for the change, the expected impact, and the benefits it will bring. Address concerns and questions proactively, and make sure your messaging is consistent across all channels. 

3. Create a Change Network 

Establish a network of change champions within your organization. These are individuals who are enthusiastic about the change and can act as ambassadors to their peers. They can help disseminate information, provide support, and address concerns at a grassroots level. 

A well-structured change network can significantly reduce resistance and accelerate the adoption of new processes or technologies. 

4. Monitor and Track Progress 

Change management is an ongoing process, not a one-time event. Set up key performance indicators (KPIs) to track the progress of your change initiatives. Regularly review and assess the effectiveness of your change management strategies and adjust them as needed. 

Don’t be afraid to pivot if something isn’t working as expected. Flexibility is key when managing change in a dynamic environment. 

5. Celebrate Small Wins 

Change can be a long and arduous journey, and it’s essential to celebrate small victories along the way. Recognize and reward teams and individuals who have successfully embraced the change. This positive reinforcement can boost morale and motivation, making it easier for everyone to stay on course. 

6. Be Patient and Empathetic 

Finally, remember that change can be challenging for people, and not everyone will adapt at the same pace. Be patient and empathetic towards those who may struggle with the transition. Offer support, training, and resources to help them navigate the changes successfully. 

Change management is a critical component of project delivery, and as a consultant, mastering these best practices can set you up for success. Engage stakeholders, communicate effectively, build a change network, monitor progress, celebrate wins, and always approach change with patience and empathy. By doing so, you’ll not only manage change effectively but also leave a lasting positive impact on your organization and its people. Embrace change, and you’ll find that it can be an exciting journey full of opportunities for growth and improvement. 

Corporate CPR Episode 86: How Organizations Need To Get A Stronger Change Discipline

/ Jana

On today’s episode we are talking about how organizations need to get a stronger change discipline. 

Jennifer Ayres, founder, and CEO of Senscient, is a culture and change expert. She and her senior-level team design and deliver deliberate, calibrated engagements that optimize meaning at work for every individual and ignites peak performance throughout the organization. Jennifer has over 20 years global management consulting experience, much of it focused helping leaders in organizations unlock the magic in their organization. She is results oriented with a proven track record for partnering with leaders to define vision and align cultural behaviors to business outcomes. Jennifer is often engaged to lead complex, challenging organizational transformations in unstructured and emerging situations. She specializes in leadership alignment, executive coaching, organizational development, and change management.

Top 10 Takeaways:

  1. Case studies are essential for understanding the reasons behind failed change initiatives and improving change management practices.
  2. Unsuccessful change initiatives often result from inadequate planning, unclear business outcomes, and poor stakeholder engagement.
  3. Pressure from leaders and urgent business needs can lead to rushed planning and exclusion of key stakeholders.
  4. Properly explaining the “why” of the change during project kickoffs is crucial to avoid confusion, apathy, and disengagement among employees.
  5. To overcome resistance and improve projects, organizations should provide training and awareness for technology-focused teams and promote an IT business partner mindset.
  6. Re-engaging stakeholders and thorough planning can lead to successful change implementations and improved project outcomes.
  7. Transparency and acknowledging challenges are vital for successful engagements.
  8. When facing difficulties, leaders should pause and gather more perspectives from stakeholders to ensure a comprehensive understanding of the project.
  9. Managing naysayers, especially influential individuals, requires empathy, curiosity, and psychological safety to foster trust and open communication.
  10. The psychological impact of change on employees must be considered and nurtured throughout the project to build a positive culture.

Additionally, the conversation provided the following insights on effective communication and the role of change teams and champions:

  1. Effective communication requires considering different channels and subcultures within the organization to reach all stakeholders.
  2. Holistic change management goes beyond just training and communications, involving intentional communities like engagement networks and change agent groups.
  3. Ensure that change teams and champions understand their remit and have visible support from senior leaders to increase their effectiveness.
  4. Regular touchpoints and recognition for their efforts can help engage change teams and champions in the project’s success.

Top 3 Takeaways:

1. If you are a leader responsible for change at your organization, make sure you really focus on the “why.”

2. There is a cost to addressing change, but a bigger cost to not implemented change. 

3. Assume positive intent for people going into these programs. There is a reason they are resisting change. 

How to get in touch with Jennifer:

LinkedIn: https://www.linkedin.com/in/jennifercahillayres/

Website: https://senscientglobal.com/

Email: hello@sencientglobal.com

Corporate CPR Episode 83: How To Have Staying Power

/ Jana

On today’s show we talk about how to have staying power with Steve Gaffney.

Steven Gaffney is the founder, president, and CEO of the Steven Gaffney Company, a leading specialist in internal communication tactics that help manage and maintain change. He works with top executives and leaders in industry and government, helping organizations like NASA and Citigroup increase morale and productivity to collaborate and succeed in their goals. Steven is the author of six books, including Be a Change Champion: 10 Factors for Sustaining the Boom and Avoiding the Bust of Change. He has been interviewed and quoted in a range of major news outlets including The Wall Street Journal, The Washington Post, CBS, NBC, FOX, and others, appearing regularly on “Let’s Talk Live.”

Key Takeaways:

  1. Unspoken Communication: Addressing the unsaid is crucial for improving communication and organizational dynamics. By encouraging open dialogue and addressing underlying issues, organizations can foster better understanding and collaboration among team members.
  2. Conditionally Powerful vs. Unconditionally Powerful: Being unconditionally powerful means focusing on what can be done to overcome challenges, regardless of existing conditions. It involves taking proactive actions and not letting external factors limit one’s capabilities and potential for success.
  3. Awareness and Responsibility: Making individuals aware of their conditional mindset empowers them to take 100% responsibility for their actions and reactions. By recognizing the influence, they have over their own lives, individuals can proactively make changes and take control of their outcomes.
  4. Controlling the Self: The only thing individuals can truly control is themselves. By focusing on their own behavior and reactions, individuals can positively influence the dynamics around them and contribute to a more positive and productive environment.
  5. Quitting vs. Persevering: The decision to quit or persevere is personal, but claiming to have tried everything can limit potential growth. It is important to remain open to new possibilities, solutions, and experiences, even when faced with challenges, in order to continue progressing and achieving goals.
  6. Learning from experiences: Analyzing past successes and failures helps identify what works and what doesn’t. By drawing lessons from experiences, individuals and organizations can improve their strategies and approaches in the future.
  7. Expanding the frame: Considering the bigger picture and ultimate goals when facing challenges allows for the exploration of new possibilities and alternative approaches. By broadening the perspective, individuals can find innovative solutions and make better decisions.
  8. Taking action and iterating: High-performing teams prioritize taking action and iterating quickly. They value progress over endless discussions, enabling them to test different approaches, gather feedback, and make adjustments for continuous improvement.
  9. Motivation through speed: Taking action and making progress, even if imperfect, creates momentum and a sense of achievement. Speed can inspire and energize individuals and teams, leading to improved quality and market responsiveness through faster feedback loops.
  10. Bias for action: Having a bias for action involves prioritizing tangible steps forward over excessive planning or indecision. It encourages a mindset of agility, adaptability, and continuous improvement, recognizing that action is necessary for progress and learning.

Top 3 Takeaways:

  1. Be unconditionally powerful – make the unaware, aware.
  2. Focus on honest communication – get the unsaid, said. 
  3. Create high achieving teams versus high performing teams. 

How to get in touch with Steven:

Email: info@stevengaffney.com

Website: https://www.stevengaffney.com/

LinkedIn: https://www.linkedin.com/in/stevengaffneycompany       

Corporate CPR Episode 72: Why We Need a New Type of Leadership to Manage Corporate Change

/ Jana

On today’s show, we discuss why we need a new type of leadership to manage corporate change.

Lata Hamilton is a change leadership and confidence expert and founder and CEO of Passion Pioneers and creator of the Leading Successful Change program. Her change leadership training Leading Successful Change helps women carve their own paths for change in career, leadership and life. Lata is a Change Management Consultant, Leadership Trainer, Neuro-Linguistic Programming (NLP) Practitioner, and Confidence Coach.

Lata is based in Sidney, Australia and has led change with some of Australia’s biggest companies on their major Transformation and Organisational Change projects with agile, fit-for-purpose, practical Change Management strategies, plans and approaches. She’s worked on changes that have impacted over 100,000 people, operating model changes impacting thousands, global cultural transformations, and digital transformation that is literally change the way that we work.

Key Takeaways

Change management as we know it, has to change:

• The old standard of change management is regimented and relies on the idea of change projects being a step-by-step process for managing change. Which is not based on real life.

• Organizational change requires fluidly and flexibility instead of strict processes and timelines so you can add value in the moment.

• We need to shift our mindset from “managing change” (how are we going to manage a process or project to some desired outcome) to embrace a more holistic view of “inspiring change” (how are we going to change hearts and minds and engage people through all levels of the organization)

Focus on the experience you want to create with the change, not on specific dates and times:

• Instead of thinking the change project starts and ends, think about the experience you want to create and the benefits you want to see from the experience. For example – for training, instead of thinking of it from a time/deadline perspective, think of it from an experience perspective and plan out a journey for a particular team member.

• Focusing on the experience works because the actual delivery of the change is not the success. The success comes from realizing the benefit of the change and using it to engage people correctly, so they are switched on for now and for the future.

How do you prepare an organization for changes caused by automation?

• Open people’s minds to the possibility of change early on. • Create a change vision at group level and an individual level.

• Provide inspiration to give people a reason to believe and hope in the future of the organization.

• Leadership should be highly involved in communication to build trust. If employees trust their leaders, they will follow them through tough/uncertain times.

Top 3 Takeaways:

1) Wake People Up. Look to empower people. Take a new approach – how can we focus on getting an emotional shift and emotional transformation now and in the future?

2) Think about the communications you use. Take every opportunity to build trust when you are in a project or not. Change doesn’t have a start and end date. It’s always rolling, and you are always paving the way for new changes.

3) Leading change is hard. If you are working in any change leader position, take care of yourself and take time to build your internal confidence. To be able to lead change with other people you need to be able to step up i to your leadership and your internal strength in the process.

Connect with Lata:

Website: https://www.latahamilton.com

LinkedIn: https://www.linkedin.com/in/latahamilton

Corporate CPR Episode 39: How Mindset Can Accelerate Change in Your Organization with Robert Overweg

/ Jana

On today’s show, we discuss how mindset can accelerate change in your organization.

Robert Overweg is the founder of the Adaptable Mindset program. He and his team empower people to develop their own Adaptable Mindset, to develop mental flexibility. 

Robert has over a decade of experience in innovation and digital transformation with clients like Vodafone, Liberty global, eBay, Heineken, a variety of startups, and innovative schools. 

He is also an artist and exhibited at the Centre Pompidou and the media biennial in Seoul. 

As a frequent speaker at institutes like MIT, SXSW, and the European Commission. Robert speaks about ways to use tech to work smarter and add value to the world. 

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How much does a Change Manager and Salesperson have in Common?

/ Jana / Leave a comment

“Change management” and “sales strategies” are phrases not often used in the same sentence. They belong to two different professional worlds and it is doubtful that many change management consultants see sales techniques as important to their work. Interestingly though, when looking deeper into the concepts behind successful sales strategies, there are several important lessons that directly relate to an effective change management strategy. The following are four sales concepts that should be added to any change management consultant’s tool kit to improve their effectiveness with their clients: Continue reading →