December 15, 2009
In the last two posts, we’ve examined things about sponsorship that many of us believe to be true. We’re also looking into why we sometimes stray from these axioms when we design interventions and/or interact with sponsors.
In my work, I’ve found that the most effective sponsors display a common set of characteristics. Of course, they’re expressed differently depending on the organization, the circumstances, and the personality of the sponsor, but in general, highly successful sponsors are purposeful, attentive, committed, decisive, and resolute. I’ll break these down into very specific statements and actions.
December 1, 2009
Of the four primary roles in the change process (sponsors, agents, targets, and advocates), none is as crucial to successful realization of change as that of sponsor. Yet, as practitioners, we often don’t bond with these leaders effectively enough to carry out our responsibilities. I think this is the biggest problem we face as practitioners: Even though we know how important sponsors are to successful change, we don’t always do what we could to help them succeed.
Guiding sponsors toward new behaviors and mindsets is the heart of our profession. Maybe it’s time to invest more energy in exploring what we need to learn and what needs to shift in our own actions so we can be more influential with sponsors.
November 19, 2009
I hope this blog provides all its readers with a vehicle for sharing not only ideas but tools and techniques as well. At Conner Partners, we use an assessment tool to help us evaluate the overall challenge an organization is likely to encounter when implementing a particular initiative. It focuses on the three dimensions I have been writing about:
November 17, 2009
One of the ways agents can bolster their credibility with sponsors is by not coming across as eager to apply implementation assistance to every initiative that surfaces. This can be accomplished by encouraging sponsors to engage in a Degree of Difficulty assessment and discussion that we as agents help facilitate.
A change is difficult when it falls somewhere between easy and impossible. The “difficulty criteria” is clear (How much change is involved, the desired result, and how crucial it is to succeed). However, determining if a particular project is “in crisis” is not a cut-and-dried calculation.
November 12, 2009
Three key factors—How much change? What’s the desired result? How crucial is it to succeed?—help determine a change initiative’s Degree of Difficulty. Let’s look at these in detail.
DETERMINING HOW MUCH CHANGE IS EXPECTED
Projects of a continuous improvement nature (dealing with incremental change) have an important place within organizations. Without Six Sigma and other such methodologies to keep a constant vigilance on quality enhancement opportunities, organizations would never harvest the full potential from their processes and procedures.
Transformational change, on the other hand, dramatically alters the course of current actions.
November 9, 2009
Despite all the business change knowledge uncovered during the last 50 years, many seasoned change management professionals still aren’t adequately prepared to serve those trying to navigate their way through today’s turbulence. Change Thinking is an effort to have an exchange with, and be part of, a community of practitioners committed to raising the level of their game and that of the field of change execution.
The challenges are great, and time is of the essence, so I will be direct: Anyone is welcome to read this blog but my comments will be aimed at advanced practitioners who have a broad understanding of the dynamics of change implementation and deep experience facing the challenges of executing large-scale initiatives. In addition, this blog is for those seeking mastery in this field