Davey says that many teams debate the risks of new strategies, but seldom debate the risks of not changing. Any discussion about change should include the risks of the status quo. via How the Status Quo Hurts Innovation | Inc.com.
“After years of collaborating in efforts to advance the practice of leadership and cultural transformation, we’ve become convinced that organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves. Building self-understanding and then translating it into an organizational context is easier said than done, and getting started is often the hardest part. We hope this article helps leaders who are ready to try and will intrigue those curious to learn more.” http://www.mckinsey.com/insights/leading_in_the_21st_century/change_leader_change_thyself
“concentrate on analogies that emphasize the familiar. Focus on similarity of function, rather than appearance. Obvious surface features may obscure important similarities at more structural levels.” http://feedly.com/e/H2nGKjS_
“Often, too few people have bought into the new vision. In other cases, employees aren’t urgent or enthusiastic about the changes taking place. And many times, too little effort has been made get people involved in driving new strategies forward.” via Leadership Tip: How to Move from Ideas to Action – Forbes.
I recently ran this workshop: One of the biggest challenges around modern learning environment design is ensuring that everyone joins you on the journey. While recognising that all of our teachers are at different stages of the readiness continuum, there are a series of strategies that help to ensure everyone is engaged in the process and committed to making it work. [Middle & senior leaders | interactive workshop | half or whole day ] To enquire about this workshop for your school or cluster email Mark
This is one of my go-to readings for change leadership. Conditions required for cultural/mindset change are: A reason to change The capacity to change (skills and understandings) Reinforcement systems, and Consistent role models Emily Lawson and Colin Price via The psychology of change management | McKinsey & Company.
This article looks at what’s require to foster change from the grass roots of your organisation. It centres on what are known as ‘positive deviants’: isolated people who are already making progress toward solving the problems we all face. “The key is to engage the members of the community you want to change in the process of discovery, making them the evangelists of their own conversion experience. This means that as a leader, you will take on a very different role from the one you have played in previous change… Read more Your Company’s Secret Change Agents – Harvard Business Review →
Although this framework errs on the side of the analytical rather than the emotional, it’s still a useful read. Perhaps the most useful thing in it is the exploration of first order vs second order change, and how two different people can view the same change as being consistent with the prevailing paradigm or a departure from it. Each person has their own needs, and we, as leaders need to adjust to them. “Leadership matters. A significant, positive correlation exists between effective school leadership and student achievement.” via Balanced Leadership®:… Read more Balanced Leadership®: What 30 Years of Research Tells Us about the Effect of Leadership on Student Achievement →
