Change Whisperer – Gail Severini, Symphini Change Management Inc.

Time to kill the phantom 70% failure rate quoted on transformational strategy?

Time to kill the 70 failure rate

The “70% failure rate” has been exploited enough already. It’s time to stop beating this dead horse and give it a decent burial.

I get why it resonates with most of us. Strategy execution is hard. Some falls short of objectives and some fails outright. The more transformational the change the more likely that it will fail in some way.

We all abhor failure. Any failure feels like too much. It feels like 70%. 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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Dispatch from the Conference Board of Canada’s annual Change Management conference (2012)

What is the “state of the nation” as far as “change management” goes in Canada? Titled “Agility, Performance and Engagement,” this conference had an unusual mix of theory, leadership thinking, and pragmatic case studies. I think that combination is an interesting comment on where we are in understanding, leveraging, and advancing this powerful competitive advantage.

There were ten presentations from representatives of TD Bank, Globalive/Wind Mobile, Lean Agility Inc, Shackle Associates, VirtualeTeams, Loblaw Companies Inc, Niagara Institute, SASKPower, and Centennial College, as well as several bright, experienced independents and authors.

Photo provided by Shirley Williams, WilliamPearl & Associates

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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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“Change leadership” is not THE silver bullet. The Silver Bullet series.

Seems like many organizations are looking for the secret to effective strategic execution―the one thing that will fix the so-called 70% failure rate. The problem is (and we all know it deep down), there are no simple solutions for complex problems.  In this series, I will look at the conventional “silver bullets” and explore why none work alone and each is only moderately effective in its common form.

“Change leadership” is a favorite clarion call among change practitioners.  And, don’t get me wrong, I too believe that “it” (once we can agree on what “it” is) is important.  However, I believe that by promoting change leadership as a panacea we are setting ourselves up for failure.  I realize that this is a bit of a controversial position to take―I may be asking you to think differently about what you know.  I will look at three points:

  1. “Change leadership” is not “leadership”
  2. Why is sponsorship regularly rated as the most important element for successful change if it’s not a silver bullet?
  3. The punch line

Note: the context for this discussion is “strategic” change or “transformational” change.  Our firm’s definition: “Transformational change is highly disruptive to the way people do their work. It generally affects a large portion of an organization, shifts the power dynamic, and requires changes in mindset and behaviors to be realized.” (1) This is very different than the more common incremental change.

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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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