December 4, 2012
There are times when we are told to abandon important aspects of our work that we know are in the best interest of the client. A vital part of what we need to do to succeed isn’t allowed and yet we will still be held accountable for achieving the intended outcomes. In this final post of the series, I’ll explore how this effects our work as change professionals, and the role sovereignty (the capacity to operate primarily under one’s own authority) plays in our success with clients.
October 23, 2012
Change practitioners must function as provocateurs when the need arises. If you’re not willing to do that, you’re failing to practice your craft. Either you don’t know enough about this profession to recognize what you are not doing, or you lack the courage to perform as you know you should. (If you think this is too harsh of an indictment, please refer to my last post.)
In this post, I highlight some of the things that tend to keep us from functioning as provocateurs when we should. I also address what we can do about them.
October 2, 2012
In the two previous posts of this series on victimization, I wrote about the negative impact it can have on people and organizations. Here, I describe what happens when victimization surfaces during a change initiative, and the ways it effects our profession.
July 24, 2012
In this series, we’re facing the ugly truth that we have inadvertently contributed to the dismal 70% failure rate of change initiatives. In this final post, I take a hard look at what role we have played, and what we can do about reversing it.
March 20, 2012
This week, I have posted the second half of my extensive list of criteria I consider when asked to provide parameters for change-related leader selection.
April 7, 2010
In my last post, I wrote that the highest level of partner relationships is that of trusted advisor. In this post, I’d like to break down some of the terms and frames of reference related to the trusted advisor role. I’m sure you have your own views on these issues and I hope you’ll share them with us.
First, I’ll offer a definition that works for me:
March 30, 2010
The sponsor-agent relationship is so important that just about everything we can hope to accomplish hinges on it. Without that relationship, our knowledge and skills are underutilized, poorly allocated, or worse, not called on at all.
It’s true that we work with and support the targets of change initiatives. We also work with advocates who want change but don’t have the ability to make it happen on their own, as well as with other internal or external agents. While our relationships with people in these roles are necessary and valuable, our key function is