Where to start with training

Possibly the most common question I get asked is “what training or course do I need to do to get into change management”. And for a long time there has been stock standard answers that I’m not sure I’ve always agreed. In my heart of hearts I don’t think training programs turn you into a change manager or should give a newbie the keys to the proverbial Ferrari to rip up the transformation highway at full tilt. Here’s why.

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The ‘pandemic of 2020’ has disrupted our personal and work lives. For some, this disruption has been to be cut adrift, to be untethered, from an organisation or employment.

So much daily structure, personal identity, and validation comes from having a job. To be adrift is functionally unsettling:  routines are lost; skills are not used; and activities remain undone. It’s emotionally destabilising: there’s a shame element to say “I’m unemployed”, is if my value ceased when nobody nor an organisational identity, is seeing and utilising the value I have to contribute.  In being adrift, it’s also to lose touch with resources and opportunities to gain personal value and contribute value. You are lost in limbo.

Actually, that’s just one perspective.

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The three cor agile change capability and four core practices

Agile change management has been a hot topic for a while now. There’s a lot of content around on why we need agile change management and we’re seeing more linear models circulating. Yet, we see less content on the activity that is carried out by agile change professionals. Now, as we are starting see job adverts asking for experience in agile change delivery, it’s time to take a closer look at what ‘agile change’ really means for the practitioner.

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The position of internal change agent – wherever it falls in the organization – can be a tricky one. You are responsible for influencing the organization, usually without the direct authority to do so. You are responsible for influencing the organization, usually without the direct authority to do so. This show explores the different ways to influence organizational change, from the point of view of someone who is not calling the shots.

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Most employees struggle with change, but leaders are in a position to significantly improve their team’s experience, foster resilience and subsequently enhance performance. Recent neuroscience research provides strategies that leaders can use to assist their employees to maintain optimal brain fitness in the midst of change.

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Imagine you are cut off from contact with HQ, no family, deep in space and all you have for personal support is an AI program. Some of you would say, great the AI program can control the routines of the ship and I can catch up on my reading or binge-watch a series, but the truth is that AI cannot anticipate everything in space. Anomalies such as asteroid fields, black holes, aliens, answering distress calls from another ship are outside of a program that is essentially learning from human experience and reactions to problems.

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Recently I took a temporary ‘gig’ as a bar-person – I was serving at the drinks table at Lena Ross’s second book launch. The book launch was an community experience in which many sub-experiences took place, such as getting a drink to fuel conversation and networking.

Wearing my Experience Design hat, I took a particular approach to my gig. I did this intentionally, to apply three of the Change Design Principles. Let me tell you about the what, the How and the why to make the application of the principles real and practical to you.

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I have been working in large-scale transformation for 15+ years and have witnessed organisations significantly increase their market share, implement transformative technologies and rapidly transform performance trajectory. In every case, effective change management was driven by effective leadership.

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The COVID-19 situation is an all-you-can-eat test of change leadership. Calm yourself: Calm leaders make for calm teams. This is not a drill. For a while now we have been banging on about business agility being the panacea to leading in volatile, uncertain, complex, and ambiguous (VUCA) environments.

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