Business or organizational benefits are the positive outcomes and features that contribute to the achievement of the organization’s objectives. In the context of change and project management, they are the positive outcomes and features caused by, generated by, or produced by the effective...
Picture this: you’re sitting in a business meeting watching proceedings. The senior multi-cultural manager attendees are meeting to resolve a major issue.
The leader, who has been in the industry and CEO of the organisation for a couple of decades, is chairing the meeting.
There is general...
The world is in turmoil.
We are living through major pressures for change – pressures that are forcing us to move us away from what we know and what we are experienced in dealing with, and into an unsure and riskier place.
These pressures include geo-political instability, the pandemic,...
This blog post is a chapter 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
A business case presents and assesses the business justification for initiating a task or project....
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...
According to the Cambridge Dictionary, your ego is “your idea or opinion of yourself, especially your feeling of your own importance and ability.”[1]
In psychoanalytic terms, the ego attempts to achieve one’s hidden desires within the demands of the real world.
These two...
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.
PHASE...
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...
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...
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...
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