Monthly Archives: May 2011

Leading Change – Creating a Powerful Guiding Coalition

Posted on 31 May 2011 by | 7 Comments
President George W. Bush, left center, joins f...

I’ve written quite a bit here about the Kotter approach to change.  In my post last week, I dealt with his Stage One and creating a sense of urgency.  This post deals with Stage Two – forming a powerful coalition to lead and manage the change.

After 30 years of research Dr John Kotter believes that most major change initiatives fail mainly because organizations don’t commit to seeing the change through and don’t take a holistic approach throughout.   He has demonstrated that his 8 step process provides a way of delivering and embedding large scale organizational change.

His method elaborates and enlarges upon the simple Freeze Phase, three stage approach – square, blob, star.  But the underlying principles are the same.

In a world requiring ultimate flexibility an organization’s ability to deal successfully with change is a key ingredient in its overall success.

Step Two – Creating a Powerful Coalition

No one person, however competent, is capable single handedly of developing the right vision, communicating it to vast numbers of people, eliminating all of the obstacles, generating short term wins, leading and managing dozens of change projects and anchoring new approaches deep in an organization’s culture.

Putting together the right people to lead and manage  the change initiative is critical to its success.   It needs visible support from key people through out your organization.  You must find the right people, instill in them a significant level of trust and develop a shared objective.

You need people who have the right credibility within the organization.  Otherwise things will go limp and the change will simply go to pieces and fritter away leaving the organization weaker than it was before.

You neeed a  team of leaders and managers that can act in concert and make productive decisions that will be taken seriously by all!  The managers will keep the process under control while the leaders drive the change..

An effective guiding coalition should have

  • Position Power:  Enough key players on board so that those left out cannot block progress.
  • Expertise:  All relevant points of view should be represented so that informed and intelligent decisions can be made.
  • Credibility:  The group should be seen and respected by all so that the group’s pronouncements will be taken seriously by others.
  • Leadership:  The group should have enough proven leaders able to drive the change process.

The team needs to develop trust in one another and a shared goal so that they can make the needed change happen, despite all of the forces of inertia and resistance they find.

My next post will deal with how you choose the group.  But in the mean time I would welcome your thoughts.

Related articles

Wendy Mason works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her at wendymason@wisewolfconsulting.com or ring ++44(0)7867681439
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Posted in change, Change Models, Leading Change, Managing Change

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Leading Change – Announcing your change!

Posted on 27 May 2011 by | Leave a comment
Transactional Model of Communication

For a significant organizational change, you should develop a communications plan.

It should cover;

  • What you wish to accomplish in communicating the change,
  • Your audience – how they are feeling, what they are expecting and how are they likely to react through the process,
  • Your key messages, strategy and tactics,
  • When you are going to communicate – your activity schedule,
  • How you will measure the results – how will you know that your message is getting across!

You can find guidance on preparing your plan at this link.

Prepare well for the announcement.  Be aware of your own feelings about the change. If you feel anxious take a little time out beforehand to relax – there is a simple breathing technique to help you at this link.

When you can, help your staff prepare for bad news.  But combine all of this with being scrupulously fair.  They will know if you play the favourites game or take the opportunity to pay off old scores when you are laying people off or reducing hours.  You will lose good will and that special contribution you need from those who stay.

In making your announcement, be as honest as you can and above all be fair.

Tell them the real position if you can, but also tell them what you are doing about it.  Tell them why the change is happening and what has led up to this point. Be as honest as you can about the risks but don’t threaten your organization with your honesty – it’s a fine judgment call.  Be careful of your language, don’t mislead them but limit your use of negative and emotive words.

You may not have all the answers at the beginning of the change.  Be honest about the gaps but be very clear about how you will go about filling them

Make sure they understand that you will keep them informed.

If they have a role, explain that role to them.  Involve them as much as you can in the change. How can they contribute?

Show confidence in their ability to get out of their comfort zone and do what has not been done before!  Challenge them to achieve something remarkable but don’t be unrealistic!

Make sure they leave the room knowing how they can ask questions after the event.

If you have a management team forearm them with as much briefing material as you can and make sure there is access to you for further information

Above all show how you are going to lead and support them through this change.  You are all in it together!

I would welcome your thoughts and hearing about your experiences.  I am very happy to answer your questions and advise you if I can.

Related articles
  • Leading Change – bad advice and frightening people! (wisewolftalking.com)
  • Leading Change – knowing what a sense of urgency really means!(wisewolftalking.com)
  • LeaderBrief Q&A: Core Leadership Skills (linked2leadership.com)


Wendy Mason works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her at wendymason@wisewolfconsulting.com or ring ++44(0)786768143

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Posted in change, leadership, Leadership styles, Leading Change, Management, Managing Change

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Writing your CV! Part 3 Pondering on CVs; language,confidentiality, competencies and referees!

Posted on 26 May 2011 by | Leave a comment
Virtual Resume & Letter

This post is concerned with the particular issues faced by those moving between public and private sectors when completing their CV.

I’m going to comment on language, confidentiality, competencies and references.

Language

A recent post here set out the reasons why public sector jargon needs to be avoided in CVs and job interviews.  Keep your language clear and simple.  When in doubt ask a non-public sector friend to read it and give you honest advice on clarity.

Confidentiality

Some public sector staff work in areas where the issues of confidentiality are real and significant.  But in all honesty most do not!  If you do, there will be clear guidance available.  You should consult your HR department about what you can say and how best to overcome the barriers to you getting a new role.

Most public sector staff do not work under the same restrictions.  The reality is that you can record on your CV the kind of work you have been doing.  Of course you should avoid information; under a security classification, relating to an individual member of the public or a fellow staff member, likely to embarrass the organisation or  Government Minister for which you have worked.

Most people will be able to describe their work in sufficient detail for a CV.  But see the comments made in the next section about how you do it.

Competencies

In my last post I included a list of skills and personal qualities (competencies) that employers are likely to look for. The list was by no means an exhaustive.

When you complete your employment history, try to show how your approach and your achievements demonstrate the competencies you quote.

For example, putting together a team and then driving through an initiative to improve the service to customers while reducing costs illustrates a number of competencies.  It can be understood quite easily by those outside the public sector.

Experience of project and programme management again can be understood outside the public sector and can be used to illustrate planning, organizing and delivering benefits when applying for roles in small to medium-sized organizations that do not have large projects for you to manage.

Those who have worked very close to Ministers managing legislation have had to use planning and organizing skills.  They are also likely to have demonstrated tact and discretion. If you have worked in difficult and sensitive areas  including policy discussions with Ministers (where influencing skills, relationship management, tact and discretion were needed, as well as the ability to be flexible and adaptable) this should be included but with discretion.

Think in terms of the competencies as you write descriptions of the work you have done.  Think in terms of organisations, tasks, problems solved and people influenced.  Describe the tasks you have completed in terms that others will understand and focus on what you delivered and how you delivered.

References

Some government departments will only offer bland references as your employer.  You will need their reference.   But it may only be a confirmation that you worked for them in a particular grade over a particular period of time.

Most large private sector employers know this – for others you may have to explain.  But you will need something more.  Try asking your line manager or someone in your management line if they would be prepared to give you a personal reference.   Also consider approaching retired senior colleagues and others who have left organisation.

It helps as well if you can provide a personal referee who holds a senior position in the private sector.  This is where people you have met during work in a voluntary capacity may be useful. Otherwise, consider people who you have met through clubs and associations.

You shouldn’t feel embarrassed about asking for a reference, most people feel flattered to be asked But you should always give people the opportunity to say no and make quite clear that you will understand if they feel they simply don’t know you well enough to help.

I would welcome your thoughts on all this and I am very happy to answer questions.

Related articles
Wendy Mason works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her at wendymason@wisewolfconsulting.com or ring ++44(0)7867681439
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Posted in Curriculum vitae, CV, finding work, Job hunting, Job Search

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Writing your CV! Part 3 Pondering on CVs; language,confidentiality, competencies and referees!

Posted on 26 May 2011 by | 7 Comments
Virtual Resume & Letter

This post is concerned with the particular issues faced by those moving between public and private sectors when completing their CV.

I’m going to comment on language, confidentiality, competencies and references.

Language

A recent post here set out the reasons why public sector jargon needs to be avoided in CVs and job interviews.  Keep your language clear and simple.  When in doubt ask a non-public sector friend to read it and give you honest advice on clarity.

Confidentiality

Some public sector staff work in areas where the issues of confidentiality are real and significant.  But in all honesty most do not!  If you do, there will be clear guidance available.  You should consult your HR department about what you can say and how best to overcome the barriers to you getting a new role.

Most public sector staff do not work under the same restrictions.  The reality is that you can record on your CV the kind of work you have been doing.  Of course you should avoid information; under a security classification, relating to an individual member of the public or a fellow staff member, likely to embarrass the organisation or  Government Minister for which you have worked.

Most people will be able to describe their work in sufficient detail for a CV.  But see the comments made in the next section about how you do it.

Competencies

In my last post I included a list of skills and personal qualities (competencies) that employers are likely to look for. The list was by no means an exhaustive.

When you complete your employment history, try to show how your approach and your achievements demonstrate the competencies you quote.

For example, putting together a team and then driving through an initiative to improve the service to customers while reducing costs illustrates a number of competencies.  It can be understood quite easily by those outside the public sector.

Experience of project and programme management again can be understood outside the public sector and can be used to illustrate planning, organizing and delivering benefits when applying for roles in small to medium-sized organizations that do not have large projects for you to manage.

Those who have worked very close to Ministers managing legislation have had to use planning and organizing skills.  They are also likely to have demonstrated tact and discretion. If you have worked in difficult and sensitive areas  including policy discussions with Ministers (where influencing skills, relationship management, tact and discretion were needed, as well as the ability to be flexible and adaptable) this should be included but with discretion.

Think in terms of the competencies as you write descriptions of the work you have done.  Think in terms of organisations, tasks, problems solved and people influenced.  Describe the tasks you have completed in terms that others will understand and focus on what you delivered and how you delivered.

References

Some government departments will only offer bland references as your employer.  You will need their reference.   But it may only be a confirmation that you worked for them in a particular grade over a particular period of time.

Most large private sector employers know this – for others you may have to explain.  But you will need something more.  Try asking your line manager or someone in your management line if they would be prepared to give you a personal reference.   Also consider approaching retired senior colleagues and others who have left organisation.

It helps as well if you can provide a personal referee who holds a senior position in the private sector.  This is where people you have met during work in a voluntary capacity may be useful. Otherwise, consider people who you have met through clubs and associations.

You shouldn’t feel embarrassed about asking for a reference, most people feel flattered to be asked But you should always give people the opportunity to say no and make quite clear that you will understand if they feel they simply don’t know you well enough to help.

I would welcome your thoughts on all this and I am very happy to answer questions.

Related articles
Wendy Mason works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her at wendymason@wisewolfconsulting.com or ring ++44(0)7867681439
StumbleUponPinterestLinkedInEmailBlogger PostRead It LaterGoogle ReaderFacebookShare

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Posted in Curriculum vitae, CV, finding work, Job hunting, Job Search

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Leading Change – bad advice and frightening people!

Posted on 25 May 2011 by | 4 Comments
October 4: Optical Boundaries: An Evening of 1...

I wanted to take my earlier post on creating urgency further today and discuss how you can avoid creating panic.  So I started to do some research.

On what is a very “well respected” website that probably should be nameless,  I came across the following headline

“Let it rip: announcing change all at once may hurt in the short term, but it gets the pain over with quickly and then employees can move on!”

Further on in the same article I came across the following,  from a communications’ consultancy in response to the question of why change announcements are often badly received.

“They don’t take change well because when it comes to communicating changes to employees, every company does it badly.”

You could say they would say that wouldn’t they.  But I regard it as a dangerous statement and the degree of naivety around both these pieces of advice is sad to behold!

Yes, people do need the truth about change and as much information as you can give them about how it is going to affect them. You need to tell them what you know and what you don’t know and how you are going to bridge the gap.

But you don’t let rip!  That way lies panic!

Information needs to be given in a measured and honest way.

However well you do it, if it is a significant change, I am afraid there is likely to be pain.  And, no, it won’t be over quickly because you “let rip”!  But being honest and conveying the message (and your vision) well, can lessen the pain and avoid panic.

All kinds of feelings may emerge when people are faced with change.  How the message is conveyed is only part of the picture.

Nor is it true that every company does it badly but unfortunately many don’t do it well.

So on Friday, I’ll be writing here about how to give your own people bad news and how to control your own feelings in the process.   I want you to be able to do your best to help them!

In the meantime, I’d welcome your thoughts and observations.

Related articles

Wendy Mason works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her at wendymason@wisewolfconsulting.com or ring ++44(0)786768143

StumbleUponPinterestLinkedInEmailBlogger PostRead It LaterGoogle ReaderFacebookShare

→ 4 Comments

Posted in change, Change Competence, leadership, Leadership styles, Leading Change, Management, Managing Change

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