|
|
|
Cultivating Your Pathway to Success: Don’t Leave Your Company’s Future to Chance
Any successful CEO, president or business owner will tell you, operating a business is a formidable task. Every day brings an endless blizzard of problems, decisions and meetings. It can be easy to lose sight of one of the most important tasks...
Getting Together: The Importance of Business Relationships
To succeed in today's collaborative, client-driven, networked economy, companies must take advantage of the strength of their business relationships to succeed. The business world of the past, in which each company could be managed in isolation, has...
How NOT to Let PowerPoint Kill Your Presentation
PowerPoint is very popular in certain circles. In fact in some organizations a presentation can’t be given without it. But I invite you here to take a second look at the use of PowerPoint because: ·It’s overused ·It can be confusing ·It can be a...
Preparing to be an Entrepreneur
I believe the free market economy and the wealth of a community is built on the back of the entrepreneur Taking the entrepreneurial business path can be exciting, exhilarating, and an emotional roller coaster of ups and downs. There are a number of...
What Your Home Based Business Plan Can Do For You
You have put in the time and research to develop your home based business plan, but now you need to know what to do with it. The business plan does more than just attract potential investors to help you raise capital, it also can be used as a...
|
|
| |
|
|
|
|
|
|
Change Management Can Lead to Rigidity and Resistance to Change
"Today's successful business leaders will be those who are most
flexible of mind. An ability to embrace new ideas, routinely
challenge old ones, and live with paradox will be the effective
leader's premier trait. . . Leaders will have to guide the ship
while simultaneously putting everything up for grabs, which is
itself a fundamental paradox." -- Tom Peters, Thriving on Chaos:
Handbook for a Management Revolution
Beware of formal organization improvement or "change management"
(an oxymoron) plans. Like strategic plans, organization
improvement or change management plans can reduce an
organization's effectiveness. They can lead to rigidity,
bureaucracy, and resistance to change.
This sounds like an argument against planning. It's not. We have
found that constant and ongoing personal, team, and organization
improvement planning is vital. But too many "change management"
and improvement plans are built on the same faulty premise as
strategic planning -- that there is a right path, which can be
determined in advance and then implemented. We often hear
managers declare that they have the right strategic or
improvement plan, but the reason things aren't going according
to plan is because of "execution problems." This is a deadly
assumption.
While there are many reasons for execution problems, one of the
key problems is a top-down improvement plan or "change
management" program. Because of their need for order and
control, many rigid managers try to use "change management" or
improvement planning to regulate and direct the random and
chaotic events swirling around them. They aren't comfortable
with letting
Associated Websites
their improvement plan and path to higher
performance unfold and evolve toward their vision, values,
purpose, goals and priorities. In other words, they think they
can start with the answers. They're not comfortable with
learning.
Other organizations and consultants may have been down a similar
road to the one we're on. We have much to learn from their
experiences. But we can't follow their path. If we have never
been here before, we don't really know what the best paths and
approaches are. Our improvement path evolves as we get to each
fork in the road and get those people closest to the action to
help make the most appropriate choices.
We need an unwavering strategic focus on where we're going. We
need to set priorities, allocate resources, and put
implementation schedules in place. But exactly how we get there
can only be roughly sketched. Details get filled in as we go.
Most of the problems and opportunities can't be anticipated and
planned for in advance. We have to take advantage of the
unforeseeable opportunities that will quietly present themselves
as our journey unfolds. This is the paradox of strategic
opportunism. It is the path of learning and constant
improvement.
About the author:
Jim Clemmer is a bestselling author and internationally
acclaimed keynote speaker. During the last 25 years he has
delivered over two thousand customized keynote presentations,
workshops, and retreats. Jim's five international bestselling
books include The VIP Strategy, Firing on All Cylinders,
Pathways to Performance, Growing the Distance, and The Leader's
Digest. His web site is www.clemmer.net/articles.
|
|
|
|
|
|