Change: why leaders must relinquish control

In a recent blog I argued that one of the reasons people in organisations find change difficult to cope with is the loss of control usually involved.  Change in organisations is frequently done to people.  In order to minimise resistance to change it is vital to leave as much control as possible in the hands of those affected by it. But, as a friend pointed out to me, that means those in leadership relinquishing their control.  And that, for a variety of reasons, is usually unwelcome.  But if the change you make is to be effective, it’s necessary and here’s why.

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Addressing resistance to change

I recently circulated John Beckford’s blog  challenging some of the ways in which organisations delay or avoid necessary changes.  I got positive feedback from several people but also this comment: “I think much more management consultancy needs to attend to delivery and some of the deeper resistances that lie within any one of us. The how-to seems critical”.  As I said to my correspondent at the time, that gives me a clear steer on the subject for my next blog.  Here is a link to John’s blog – I see my response to my reader’s comments very much as a companion piece: https://intelligentorganisation.com/uncategorised/toddler-steps-change-management/

So, for this blog we will assume that the organisational leadership has recognised the need to make a significant change but feels concern about the extent to which such a project will be supported or meet resistance from individuals and groups in the organisation, including, perhaps, those in leadership at the next level down in the hierarchy.  How should those leading change proceed? Continue reading

The Green report: business knows best?

Is it better to run an organisation well, or badly?  Is it better to think and plan or hope for the best?  Is it better to help leaders lead better, or simply leave them to it?

I’m assuming these questions have self-evident answers: it is better to lead an organisation well, think and plan and help leaders get better.  But how can these things be achieved?  Does business know best? Continue reading

Sustainable change: 10 killer questions

It is hard to create large scale sustainable change in organisations.  You are up against ingrained cultural habits and assumptions, internal political interests and a lot of anxiety – and that’s before you think about the threats and opportunities beyond the organisation itself and the technical challenges involved.  If you are going to do it, you’ve got to give it your best shot.

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