Change Whisperer – Gail Severini, Symphini Change Management Inc.


Optimizing internal and external change management (presentation and tip sheet)

At the Association of Change Management Professionals’ annual  conference last week, I participated on and moderated a panel of four great practitioners titled “Perks and Perils –  Optimizing Internal & External Change Management”.

ACMP logoWe developed a condensed 10-minute summary that would quickly convey our perspectives on:

  • 1. The current trend toward building in-house change management capabilities
  • 2. The nature of typical internal change management entities (3 models and 2 break through options)
  • 3. The different roles that external practitioners play
  • 4. Scenarios for optimizing internals and externals
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“Organ rejection” and other reactions to consultants

“The whole is greater than the sum of its parts.”—Aristotle

yin and yang2.pngA couple of years ago I was working with a great team of consultants (externals) on a major strategic change for a national bank.

It wasn’t going well. Two change management practitioners had tried and failed before me to help the project get traction.

In a team meeting, one of the consultants complained, “It’s like organ rejection: they need us, we can help them, but they keep rejecting us.” continue reading here



Are you making a difference? Why change management?

I meet a lot more people these days who are interested in authenticity and making a difference.  I view this trend as a move in Maslow’s hierarchy of needs closer to self-actualization (i.e., money and status are surpassed as satisfactory rewards). This won’t resonate with everyone―you Gordon Gekkos of the world just won’t get this so you can stop reading right now.  However, for those interested in making a difference, we are on a mission aren’t we?

The unintended consequences of vacations

Maybe this post is a result of vacation.  Vacations are always a time of personal renewal and reflection, re-setting for the year to come.  This post was supposed to be about “the role of generosity in change management” but it morphed into this. As I untangled a mess of ideas around why generosity is so important in practicing change management (as in ‘generosity of spirit’ such as empathy, compassion, tolerance, patience) I started to think about why I got into this work in the first place.
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Change Management Methodology (Strategy execution methodologies series. Post 4)

“Business is a machine made out of people” Bill Duane.

In Post 1 of this series, we established that strategy is “just another good idea” until it is implemented and churning out results, and that there is no single turnkey methodology for executing strategy. In Posts 2 and 3, we turned our attention to the “go to” methodology—project management—and explored the two dominant project management methodologies: The Project Management Institute’s (PMI’s) approach and PRINCE2. In this post, we’re going to look at change management and how it’s deployed.

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10 tips for becoming a trusted advisor in change management

To be an effective change agent one needs influence in the organization. Influence is built on many dimensions of trust―trust that the change agent is legitimately qualified and experienced to execute the scope of work, trust that the change agent has the best interests of the organization at heart, and trust in the relationship with the sponsor.

This trust is earned, one relationship at a time, and that usually takes a lot of time. In transformational change, where time is of the essence, it is essential to expedite the development of trust.

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Insights in Change Management—Interview with James G. Bohn, Ph.D., Johnson Controls (Part 3 of 3)

Who do you seek out when you are faced with something new? Someone who has done it before, of course. Leading and managing change is fraught with risk—nuanced, contextual, dynamic, and difficult to decipher. Judgment is acquired over time and experience. It is a rare opportunity to speak with a seasoned practitioner in change management and get his or her insights.

This is the final post in the interview series with James G. Bohn, Ph.D., Director, Global Change Management Office, Johnson Controls. For Part 1 please click here; for Part 2 click here.

8.       Inspirations and Aspirations—Who inspires you? Individuals you work with? Do you mentor others? Do pro bono work? Writing? Networking?

Albert Bandura has been my inspiration for nearly 20 years. What I like about him is that his research is readable. I think in many ways it is humanistic. It has helped people in many ways. His work on looking at human freedom from a cognitive point of perspective is just amazing. It’s just fun to read and he is such an iconoclast. He is my number-one read and I’ve even got my daughter, who is a lawyer, reading him as well. 
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Insights in Change Management—Interview with James G. Bohn, Ph.D., Johnson Controls (Part 2 of 3)

Change Management practitioners are in the fray of turning strategy into ROI. This often feels like nailing Jell-O on the wall but seasoned practitioners have insights that the rest of us can benefit from.

This is a continuation of the interview with James G. Bohn, Ph.D., Director Global Change Management Office, Johnson Controls. For Part 1 please click here. Part 3 will be published shortly. You can subscribe to ensure that you don’t miss it.
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