September 2011
"Change is inevitable-except from a vending machine"
Robert C. Gallagher, businessman, was right when he made this quip about change being unavoidable.
These four key leadership behaviours are the foundation for optimal performance for people and teams during a change effort:
- Foster a positive attitude
- Model open, transparent communication
- Enlist stakeholder participation
- Support and reinforce necessary behaviour changes
Change is hard – no matter how much it makes sense. Leaders who understand and exhibit these behaviours, and encourage them in others, can expect better business outcomes from the change initiatives they are driving.
Please take a few minutes and join us for this month's virtual coffee at The Learning Cafe to:
- Indulge in double shots - new insights and ideas about business and learning
- Dine on some fine food - to fill you with new thoughts and ways to get better value
- People-watch - see what others are doing
- Pass comment or gossip - on current topics of interest
- Browse the magazines - and learn some new tricks of the trade
- Be inspired - by the thoughts and actions of others
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How to Manage Change
| Step |
Action |
New Behaviour |
| 1 |
Increase urgency |
People start telling each other, "Let's go, we need to change things!" |
| 2 |
Build the guiding team |
A group powerful enough to guide a big change is formed and they start to work together well. |
| 3 |
Get the vision right |
The guiding team develops the right vision and strategy for the change effort. |
| 4 |
Communicate for buy-in |
People begin to buy into the change, and this shows in their behaviour. |
| 5 |
Empower action |
More people feel able to act, and do act, on the vision. |
| 6 |
Create short-term wins |
Momentum builds as people try to fulfil the vision, while fewer and fewer resist change. |
| 7 |
Don't let up |
People make wave after wave of changes until the vision is fulfilled. |
| 8 |
Make change stick |
New and winning behaviour continues despite the pull of tradition, turnover of change leaders, etc. |
"The biggest challenge with small and large change, is the behaviour of people"
Downer is one of the New Zealand's leading providers of civil infrastructure – and to reinforce its position, it needs to build capability within its workforce. As part of its ongoing involvement with Downer's learning programme, The Learning Wave was tasked with preparing operational leaders amongst the workforce to take on wider responsibilities.
This meant working with a diverse group that included everyone from Leading Hands and Supervisors to Contract Managers and Divisional Leaders at sites throughout the country.
Read more...
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 Catching the Next Wave
Nothing continues forever, even success! The Sigmoid Curve demonstrates how the factors that have created your success in the past are not be the factors that guarantee your success in the future.
The time to plan the next phase of personal and/or organizational growth is when you are at the height of your success, don't wait until you have peaked and then wonder why others have moved have left you behind. Read more…
Preventing Job Burnout in Your Organisation
Professor Maslach discusses what can be done about job burnout and its high costs, both to the employee and the organisation. She suggests a roadmap for effective intervention strategies that turn the syndromes of exhaustion, cynicism and ineffectiveness into energy, involvement and achievement. Read more…
Values & Commitment
In their book on values-based leadership, The Leadership Challenge, authors James Kouzes and Barry Posner highlight their research into the relationship between personal and organisational values clarity and the impact on people's commitment to the organisation. The results of their research challenges the popular process many organisations adopt when working with values and clearly indicates the difference personal values clarity makes to people's levels of commitment. Read more...
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