Love that you’re focusing on the role of the leader in change. Too much emphasis in current methods that focuses on the tasks and activities. Ultimately, people follow people.
Excellent thank you Andrew for your insights and sharing your extensive experience and expertise. Yes I for one would appreciate more strategic leadership insights. In fact a few weeks ago you provided the Four Strategic roles for boards and executive teams which was a breadth of fresh air in strategic thinking. Are there other embellishments to this model?
Nice Andrew! It’s been my experience thru change as well - when everyone feels involved and informed, it really helps reduce resistance and boosts engagement.
I'm curious why you didn't address the two closed doors. In my experience, particularly door 4 can be a significant blocker for change - I used to be able to do this and now I can't, and doing this is actually really important to me.
Your article is a powerful lesson and more useful explanation in effective change management than an entire Change Management course I took a couple of decades ago. And not one mention of a 'burning platform' which usually increases everyone's stress and resistance or fear.
Love that you’re focusing on the role of the leader in change. Too much emphasis in current methods that focuses on the tasks and activities. Ultimately, people follow people.
Excellent thank you Andrew for your insights and sharing your extensive experience and expertise. Yes I for one would appreciate more strategic leadership insights. In fact a few weeks ago you provided the Four Strategic roles for boards and executive teams which was a breadth of fresh air in strategic thinking. Are there other embellishments to this model?
Nice Andrew! It’s been my experience thru change as well - when everyone feels involved and informed, it really helps reduce resistance and boosts engagement.
Really interesting article. Have you heard of the Scared So What personalised change model by Dr Grant Van Ulbrich?
I don’t but will check it out. Thanks Nia.
Definitely. Would be interested in your thoughts - how you differ / align
I'm curious why you didn't address the two closed doors. In my experience, particularly door 4 can be a significant blocker for change - I used to be able to do this and now I can't, and doing this is actually really important to me.
Thanks Andrew. The Matrix for strategy is really timely for me at the moment.
Andrew,
Your article is a powerful lesson and more useful explanation in effective change management than an entire Change Management course I took a couple of decades ago. And not one mention of a 'burning platform' which usually increases everyone's stress and resistance or fear.
Thanks for sharing!