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The open office design movement was intended to increase and improve collaboration. Evidence suggests that it has had the opposite effect. People are increasingly hiding behind their noise-cancelling headphones to concentrate. When we hear, “I go in early so I can get some work done before everyone shows up,” we know something’s gone awry with… Read more »
Gallup defines engaged employees as those who are involved in, enthusiastic about, and committed to their workplace. To find a way to measure this, Gallup studied tens of millions of people and determined that just 12 questions (the Gallup Q12) can provide effective metrics on employee engagement. Yes, engagement can be quantified and yes, you… Read more »
The recognition gap is the space between the amount supervisors think they meaningfully recognize their employees’ accomplishments and the amount the employees perceive that recognition. Carolyn Wiley’s research reports that “while 80% of supervisors claim they frequently express appreciation to their subordinates, less than 20% of the employees report that their supervisors express appreciation more… Read more »
The goal of change is to deliver whatever the desired outcome was that precipitated the change. No company implements a new software system just to complete the implementation. Project management criteria such as on time or on budget are necessary but not sufficient for a successful change initiative. Companies implement software to realize financial gain,… Read more »
The goal of a communication plan (in change management) is to create awareness, desire, knowledge, ability, and reinforcement with each of the audiences that will be impacted by change. An effective communication plan builds awareness of the nature of the change and communicates the risks of not changing. It enables sponsors to interact with employees, formalizes feedback… Read more »
In our first article on the leader’s role in change management, we outlined the leader’s role in actively and visibly participating in change. The next role they play is in building a coalition of sponsorship, which involves finding the right people in positions of authority and proximity to implement the change. Note that leaders can never… Read more »
A company’s leader plays three primary roles in change management. Over the coming months we will unpack each of these roles in a series of blog posts. This post tackles the #1 contributor to the success of any change initiative, according to Prosci’s nine benchmarking studies conducted over 20 years: leadership’s active and visible participation…. Read more »
Improve the ROI of Change Initiatives Whether you’re implementing a new ERP or just changing the way timesheets are submitted, why is change so hard? Too often, it’s because the person in charge of the change initiative is a Project Manager and understandably treats it like a project, with timelines and deliverables, while ignoring the… Read more »
The cacophony of opinions screamed into the world on social media, in meetings, at conferences, and in classrooms provides ample evidence that it is a human need to be heard. But with all this yelling going on, who is listening? Great leaders have learned to listen carefully to feedback from their staff, their customers, their… Read more »
When I open a benchmarking analysis, I always ask, “are there any regular meetings coming up?” I’m interested in unraveling the organization’s communication habits. I want to discern the rhythm of communication in the business and also the quality of the execution. Although organizations should hold different types of meetings (Strategic Meetings, Tactical Meetings, One-on-Ones,… Read more »
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