Developing businesses of the future, better workplaces and better outcomes
This CIPD report provides practical examples of how organisations have approached transformational change.
It contains three sections which refer to examples from the four case studies and focus on:
1. the key themes identified from the four case study organisations on how to land transformational change
2. how approaches to transformation have changed
3. how the roles of HR, OD and L&D in transformation have changed.
The report concludes with recommendations for landing transformational change. The appendix contains detailed case studies of the four transformation processes studied in BBC Worldwide, HMRC, News UK and Zurich UK Life.
To download the report Click Here
Have you ever really listened to your team talking about problems they have at work?
If so you will have heard them all talking about the problem in different ways.
Some will be direct and to the point and want to sort out the problem quickly and efficiently.
Some with want to take a step-by-step approach and analyse the problem logically and thoroughly before moving ahead with solutions.
Some with go straight to consider the impact of any solution on the people and how they may feel about any decisions made.
While others will talk about concepts, innovation and see any change as an opportunity to be creative and introduce new ways of working.
A key aspect of team working is for individuals to understand how they communicate and how they might need to adjust it to ensure others understand them!
This questionnaire can be used within a team meeting environment.
Leading with Character, Building Connections, and Engaging in Extraordinary Conversations by Gregg Thompson
Great leaders are great coaches. They understand that developing the skills, talents and mindsets of their people is a vital part of their jobs as leaders. However, the concept of coaching can also be confusing. Early in his excellent how-to book, The Master Coach: Leading with Character, Building with Connections, and Engaging in Extraordinary Conversations, executive coach and trainer Gregg Thompson explains what coaching is not.
They Don’t Need a Friend - A coach is not a friend, he writes. Although coaches can be friendly, the purpose of coaching is to challenge those they are coaching — the Talent, in Thompson’s terms — and hold them accountable. A coach is also not a therapist. As Thompson explains, “Coaching is not the antidote for deeply troubled and significantly distressed individuals.”
Thompson also differentiates between coaching and teaching. Teaching is a unilateral exercise, with the teacher imparting knowledge to the learner. In coaching relationships, both the coach and the Talent are learning together.
There are many companies that have some portion of the team or work that involves remote communication.
In fact, 83% of American employees already spend a portion of their work hours working from home.
Project management technology evaluation company, Software Advice, performed a survey with 247 working adults who regularly work with remote team members, to find out more about how they deal with communication in a remote setting.
This includes an even distribution of adults across the age range of 25-54 years old. Results of the survey revealed the following preferences in communicating remotely:
Communication is the main problem observed in virtual teams. Of the 247 working adults surveyed, 38% indicated that communication is their top concern when required to work with a virtual team. This ties (more…)
Originally presented at the Tenth International Personal Construct Congress, Berlin, 1999, and subsequently developed in his work on constructivist theory in relation to service provision organisations at Leicester University, England, John Fisher's model of personal change - The Transition Curve - is an excellent analysis of how individuals deal with personal change. This model is an extremely useful reference for individuals dealing with personal change and for managers and organisations.
This model is an extremely useful reference for individuals dealing with personal change and for managers and organisations helping staff to deal with personal change.
In the 1970's, many large firms adopted a formalised top-down strategic planning model. Under this model, strategic planning became a deliberate process in which top executives periodically would formulate the firm's strategy, then communicate it down the organisation for implementation.
This process is most applicable to strategic management at the business unit level of the organisation.
For large corporations, strategy at the corporate level is more concerned with managing a portfolio of businesses.
For example, corporate level strategy involves decisions about which business units to grow, resource allocation among the business units, taking advantage of synergies among the business units, and mergers and acquisitions. In the process outlined here, "company" or "firm" will be used to denote a single business firm or a single business unit of a diversified firm.
This resource takes you step by step through the model.
Click on the following link to find out more: Strategic Planning Process Model
Every leadership book you read will provide you with a different view of leadership.
To help give you an insight to the most longstanding leadership gurus thinking on leadership and what makes a great leader, we have pulled together a short introduction to the thinking of 8 of the 100's of the old-guard 'gurus' of leadership.
If you want to know about Burt Nanus’s Seven Megaskills Of Leadership, James O’Toole’s Characteristics Of Values-Based Leaders, Steven Covey’s Seven Habits Of Highly Successful People, Warren Bennis’s Basic Ingredients Of Leadership, John Gardner’s Attributes Of Leadership, Stephen Covey’s Eight Discernible Characteristics Of Principle-Centred Leaders, Max Depree’s Attributes Of Leadership, Warren Blank’s Nine Natural Laws Of Leadership - then this resource is for you!
To download this resource: Click Here