Making Change Work: Why is Buy-in Necessary and How to Achieve It explores the role of buy-in to the change management processes, its importance, and how to get it.
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Making Change Work: If Decisions Are Always Rational, Why Are Changees Resisting? explores the rationality of decisions and their impact on change management.
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Making Change Work: The Problems of Change Management: Bias, Resistance, and Push explores the problems associated with change management, namely, that of bias, resistance, and push.
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Making Change Work: What are systems and how to they influence change? explores what systems are and their importance to effectively managing any change.
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Making Change Work: What is Change? and Why is Change so Hard? explores what change is, its relationship to business systems, and why business changes are so difficult to effectively implement.
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Some personal power is organizationally bestowed. Others are self-earned. Each is effective when wielded in the proper place and time. Yet the absolute degree of influence each power has differs greatly, dependent on the value offered which is also influenced by the circumstances of its use.
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For some people becoming a leader has been a meticulous decision and a result of many years of hard work, whereas some others might have got a leadership position without ever striving for it.
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Landing the best jobs is often about who you know; from referrals to outright hires. But what happens when who you know is not the hiring manager?… Business Politics!
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All too often it is not clear to executives and managers that they are in a decision-making situation. In many of these instances, they find themselves attending a briefing during which the presenter makes a recommendation for which he or she is seeking approval. As the presentation goes on, the briefing attendees listen attentively and nod silently. No verbal decision is communicated but the nodding continues. At the end of the presentation, the presenter is songs adulated for making a thorough presentation and providing an insightful recommendation. There is applause. Exiting the meeting, the presenter remembers the affirmative statements and, most importantly the silent nods. These now become the unintended affirmative decision the presenter sought and the leaders failed to recognize they were making.
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StrategyDriven Podcast Episode 37 – Making Change Work: Why is Buy-in Necessary and How to Achieve It
/in Change Management, StrategyDriven Podcast/by Sharon Drew MorgenMaking Change Work: Why is Buy-in Necessary and How to Achieve It explores the role of buy-in to the change management processes, its importance, and how to get it.
Podcast: Play in new window | Download (Duration: 40:32 — 55.7MB)
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StrategyDriven Podcast Episode 35 – Making Change Work: If Decisions Are Always Rational, Why Are Changees Resisting?
/in Change Management, StrategyDriven Podcast/by Sharon Drew MorgenMaking Change Work: If Decisions Are Always Rational, Why Are Changees Resisting? explores the rationality of decisions and their impact on change management.
Podcast: Play in new window | Download (Duration: 31:58 — 44.0MB)
Subscribe: RSS
StrategyDriven Podcast Episode 34 – Making Change Work: The Problems of Change Management: Bias, Resistance, and Push
/in Change Management, StrategyDriven Podcast/by Sharon Drew MorgenMaking Change Work: The Problems of Change Management: Bias, Resistance, and Push explores the problems associated with change management, namely, that of bias, resistance, and push.
Podcast: Play in new window | Download (Duration: 35:02 — 48.2MB)
Subscribe: RSS
StrategyDriven Podcast Episode 33 – Making Change Work: What are Systems and How Do They Influence Change?
/in Change Management, StrategyDriven Podcast/by Sharon Drew MorgenMaking Change Work: What are systems and how to they influence change? explores what systems are and their importance to effectively managing any change.
Podcast: Play in new window | Download (Duration: 37:50 — 52.0MB)
Subscribe: RSS
Why Ethics are Essential for a Strong Team Culture
/in Corporate Cultures/by Hilary Jane GrosskopfBuilding a team culture that is magnetic or lasts means better productivity, positive engagement, and higher retention.
StrategyDriven Podcast Episode 32 – Making Change Work: What is Change? and Why is Change so Hard?
/in Change Management, StrategyDriven Podcast/by Sharon Drew MorgenMaking Change Work: What is Change? and Why is Change so Hard? explores what change is, its relationship to business systems, and why business changes are so difficult to effectively implement.
Podcast: Play in new window | Download (Duration: 30:01 — 41.3MB)
Subscribe: RSS
Business Politics Players – Influential Strength of Each Personal Power
/in Business Politics Players, Premium/by StrategyDrivenSome personal power is organizationally bestowed. Others are self-earned. Each is effective when wielded in the proper place and time. Yet the absolute degree of influence each power has differs greatly, dependent on the value offered which is also influenced by the circumstances of its use.
3 Most Common Leadership Mistakes and How to Avoid Them in 2019
/in Management & Leadership, Practices for Professionals/by Anatoli ChernyaevFor some people becoming a leader has been a meticulous decision and a result of many years of hard work, whereas some others might have got a leadership position without ever striving for it.
Business Politics Lessons Learned – Who Hired You and What About the Person You Actually Work For?
/in Business Politics Lessons Learned, Premium/by StrategyDrivenLanding the best jobs is often about who you know; from referrals to outright hires. But what happens when who you know is not the hiring manager?… Business Politics!
Decision-Making Warning Flag 2 – The Silent Nod
/in Decision-Making, Premium/by StrategyDrivenAll too often it is not clear to executives and managers that they are in a decision-making situation. In many of these instances, they find themselves attending a briefing during which the presenter makes a recommendation for which he or she is seeking approval. As the presentation goes on, the briefing attendees listen attentively and nod silently. No verbal decision is communicated but the nodding continues. At the end of the presentation, the presenter is songs adulated for making a thorough presentation and providing an insightful recommendation. There is applause. Exiting the meeting, the presenter remembers the affirmative statements and, most importantly the silent nods. These now become the unintended affirmative decision the presenter sought and the leaders failed to recognize they were making.