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Daniel Tremblay's curator insight,
November 30, 2016 8:44 AM
Si l'introduction (la quête du succès) me laisse un peu sur mon appétit, le corps de l'article m'apparaît plus intéressant.
La section "Pourquoi les leaders évitent les transformations profondes" est intéressante: ne pas répéter les erreurs du passé, la complexité grandissante de l'environnement et ne pas savoir COMMENT on va faire ... La conclusion: Les leaders doivent savoir comment diriger la transformation. Annoncer une transformation sans cette connaissance va causer de la résistance, de la frustration et miner le moral des troupes.
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The Learning Factor's curator insight,
April 25, 2016 6:45 PM
Companies can tap their natural advantage when they focus on changing a few important behaviors, enlist informal leaders, and harness the power of employees’ emotions.
Susanna Lavialle's curator insight,
June 4, 2016 4:41 PM
I believe in clarifying the desired behaviours. It sometimes also means spelling out the problems with the current assumptions, beliefs and values or thinking models. Sometimes rules are so obvious to people inside the organization they just apply them without stopping to think, whether they still make sense. At times senior employees cannot even notice their existence, and when you put them forward they notice not having ever questioned them - or just not thought there was another way.
Consultants or anybody coming from outside with an external view can help as they have seen other ways of doing things. They are more objective and realise how behaviors in same circumstances can be very different, depending on "the way things are done". After all, behaviour is a question of choice. Try making very tangible what "good" and new behavior looks like. Identify who you need changing and how. Make sure leaders show example to move into the new model. And identify those who adopt new culture, reward when they manage to do it, even a bit. And put forward first successes. |
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