Without impact no changeWatch video
Changes first have a commercial impact when the relevant employees have changed their behavior. Are you aware of how many people should change behavior in your project? How big are these necessary behavioral changes?
We want to know why we need to changeWatch video
It is not enough that everyone understands that we must move. Everyone must have an impatience and feel that we must move, we must move on.
We want to know where we are goingWatch video
Even if you feel that you are communicating all the time, you are often under-communicating. Be careful not to use too few channels and too few simple messages.
Resistance to changeWatch video
We must communicate the vision, involve and take care of people. But at some point you have to consider when people are part of the solution or part of the problem.
Management versus leadership in changeWatch video
Change management is very much about risk management, management and control. Change leadership is to create the vision and give employees energy and direction. It is more ungovernable.
You must speak to both the heart and the brainWatch video
Changes require people to change behavior and perhaps even an adjustment to the culture of the organization. It is not enough to speak to the mind, you must also speak to the emotions.
Graphic review of Kotters 8 stepsWatch video
John Kotters 8 steps are explained step by step. If your project includes a major change task, then the eight steps are a good checklist for your project design.
Start with why – we must have the purpose in mindWatch video
Everything starts with why. The purpose and impact of the project, we are motivated by the purpose, stakeholders and customers buy in on their purpose.