5 Skills Every New CEO Needs. Ten Ways to Get People to Change - Morten T. Hansen. By Morten T.
Hansen | 8:00 AM September 21, 2012 How do you get leaders, employees, customers — and even yourself — to change behaviors? Executives can change strategy, products and processes until they’re blue in the face, but real change doesn’t take hold until people actually change what they do. I spent the summer reviewing research on this topic. Here is my list of 10 approaches that seem to work. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. These ten principles for changing behaviors are rooted in different theories that are rarely put together: Sharpen the destination (1-3), activate social processes (4 and 5), tweak the situation (6 and 7), and revamp traditional HR levers (8-10). Why don’t we see more successful change in organizations? Health Care Reform: Four Companies That Are Leading Change. Kotter newsletter July 2012. The Leader's Path to Innovation: Less Control, More Chaos This week, Russell Raath, Senior Engagement Leader at Kotter International, discusses what it takes to innovate.
In business, we speak a lot about "innovation" - how to foster it, how to drive it, how to implement it. But what do we mean when we talk about "innovation"? A recent WSJ article broached the subject and, rather accurately in my opinion, revealed that even when organizations are not necessarily doing anything groundbreaking or new, they still call it "innovation" just because it just sounds grander. Incremental changes are labeled innovations. Trust me, I know firsthand. Earlier in my career, I was appointed to an "Innovation Board. " First, we lacked enthusiasm. Second, we were all senior. Third, no-one knew what we were trying to do. This method for creating innovation - organizing, prescribing and delegating it - didn't work. 1) Use only volunteers. Top contributors to success - Approach. Prosci's change management approach is based on seven benchmarking studies conducted over the last fourteen years.
In each of the seven studies, respondents identified the greatest overall contributor to success. This tutorial series presents the top six contributors to success identified by participants in the 2012 benchmarking report: Active and visible executive sponsorship Frequent and open communication about the change Structured change management approach Dedicated change management resources and funding Employee engagement and participation Engagement with and support from middle management Each tutorial in this series will address one of the six success contributors and will present findings, implications for change management professionals and additional data on the topic available in the 2012 edition of Prosci's Best Practices in Change Management benchmarking report.
Module 3 of the series presents success contributor #3: Structured change management approach. Leading Culture Change. Daniel Denison’s newest book, Leading Culture Change in Global Organizations, combines 20 years of research and survey results to illustrate cultural dynamics that firms need to manage in order to remain competitive, including: · Supporting the front line · Creating strategic alignment · Creating one culture out of many · Exporting culture change · Building a global business in an emerging market · Building a global business from an emerging market These cultural dynamics are illustrated through insights from the study of seven global companies including GE Healthcare, Domino’s Pizza, and Swiss Re.
The book will be released by Jossey-Bass Publishers in June, 2012.