Let’s consider the empathy issue more deeply than the previous brief mentions.
We have seen how EQ (read here the article on EQ/ Emotional intelligence) is critical to a leader’s tools. Empathy is an integral element of EQ.
Empathy is the characteristic of understanding, being aware...
There are many people who argue that emotional intelligence (EQ) is more important than general intelligence (IQ).
The reality of course, is that both are very important, and context plays a key role in determining which is more critical in a particular situation.
From the perspective of...
Extract from the book by Cenred Harmsworth and Dr Jack Jacoby, Managing Change Initiatives
Available in Hard Back, Soft Back and eBook from Amazon
DEFINITION AND OVERVIEW
Preparing for change is the assessment, consideration, and preparation an organization makes before the change process actually...
According to the Cambridge Dictionary, your ego is “your idea or opinion of yourself, especially your feeling of your own importance and ability.”
In psychoanalytic terms, the ego attempts to achieve one’s hidden desires within the demands of the real world.
A change initiative generally evolves through a number of phases.
PHASE 1: THE NEED
Someone (inside or outside of the organization) identifies that things are not as they should be or could be and that something needs to be done to better align the issue, function, process, or outcomes.
You have probably never seen a real and legitimate successful leader look away from you when they’re talking to you, blow their nose on a napkin, talk through someone’s speech, wipe their nose on their sleeve, wear jeans to a formal meeting, forget peoples’ names, or other such...
Let's discover the Pivot-Point number 3: the market
Owners (or the proxied corporation) choose the broad environment (market) in which to participate in order to extract the benefit sought by owners.
This doesn’t imply that these choices are always correct. Sometimes decisions to embark...
The Environment of Change
The management of change environment covers a number of key dimensions. Each of these dimensions has the ability to enable more effective transformation (change) or, in its absence, seriously compromise a change initiative.
These environments (or...
In a previous article, we discussed the “inner” and personal values of all people, and specifically of leaders, and of the impact that these “inner” subjectivities can have on a leader’s journey.
When the leader exposes their values to the organisation, they...
It has been frequently demonstrated that a transformation, program, project, or process improvement activity will stand a far greater chance of success if people know what is going on.
Specifically, that people involved in, or impacted by the change, should know the following regarding the change...
We all have a reasonably accurate view of ourselves – regardless of how we present ourselves to others. Most of us know or suspect our “true selves.”
Similarly, we each have a reasonable understanding of what we consider “right” and what we consider...
Ask yourself a few questions.
- How successful have your change initiatives been?
- Have you delivered all that was intended by the change?
- How supportive were staff and impacted stakeholders?
- How much push-back did you get?
- Did you deliver to time and budget?
If you apply all the appropriate...
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