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For any kind of organizational change implementation – procedural, structural, or technological – to be successful, three key players must be involved. The champion, The change manager, and The employees and/or stakeholders who have to accept and implement the change.
I frequently blog about leading change, and in the past I’ve explained how people’s reaction to change follows a classic model (How to manage change in the workplace). What happens though if you are responsible for leading and implementing change
Sometimes, as a leader, you have to communicate (and implement) unpopular decisions and changes. Even worse, you may often find yourself charged with communicating or implementing decisions that you don’t agree with yourself. Yet workplace change is an endless reality.
I started this video tip series on how leaders can successfully implement workplace change back in June, and today is instalment #15, which will be my final piece of advice in this series. I hope you’ve enjoyed them and found
It’s been a few weeks since I’ve done a video blog about how leaders can successfully support and implement workplace change. Three weeks ago, to be exact (Use peer pressure as a positive force in change management). But this series
Two weeks ago, I gave you change management strategy #12: Use your early adopters to build momentum. This series has received a lot of positive feedback so I have decided to continue it for the next few weeks, so here