January 9, 2013 · by mcca6797 · Uncategorized

All organizations are designed to be managed for results. With few exceptions, they use the same classic management approach. This model is strategic planning with performance evaluations, promotions and rewards based on job descriptions that are linked to organizational goals. The assumption is that with clear expectations and frequent evaluations, individuals will know what needs to be done and be rewarded accordingly. This traditional model produces inconsistent results.

High performance organizations take a different tact. They combine an atypical mix of incentives for teams, with a culture designed to draw people together into a joint effort. The underlying philosophy is “we have a stake in each other’s success.” This value is reflected in how people are paid, their freedom to act, encouragement to grow, even to make mistakes and learn from them. Individuals are rewarded both for their teams results in the overall organization performance. The result is an organization mission lived vigorously.

August 19, 2012 · by mcca6797 · Uncategorized

When you are engaged in complicated, substantive change work, you will likely need some help. Facing a major course correction and stiff headwinds, an experienced third party consultant can often provide the additional leverage you need.

We are accustomed to third parties in many facets of life. We invite arbiters into competitive contests and when there is the possibility of a dispute. These are the mediators, judges, referees, counselors, arbitrators, umpires and trustees.

The role of a change management consultant is similar to these. They are the neutral facilitators, change strategists and process consultants. You invite them in when your organization, or a part of it, is in trouble or a major change is needed. Their skill set must include systems and change strategy, along with communication, conflict resolution and teambuilding.

You will need an experienced third party change management consultant when you embark on transformational change. They may be useful to you in other situations as well. They can help you and your organization to examine its current situation; assist it in defining how it needs to change and how it will go about making the change.

In every instance their focus must be on the health and performance of the whole system. They cannot be a tool of management nor share the confidences entrusted to them.

Their effectiveness is a function of the quality of your partnership. Your working relationship must embody the qualities you want to develop in your organization. Trust and confidence, as well as free give-and-take are givens.

The change management consultant brings people together in settings designed to encourage candor, collaboration and action. They must understand human development, and be able to adapt change strategies to the situation they are in. Some are specialized, but in general they should be skilled at fostering dialogue between individuals, teambuilding and “whole system approaches” to strategic change.

A third party consultant can raise issues and suggest approaches that those in formal authority have a difficult time doing. When there is little or no trust between individuals, they can help bring them together to reestablish a working relationship.

Situations to consider bringing in a change management consultant:

• Lack of trust in your team constrains its ability to address substantive issues.
• Your organization is facing new challenges that require a different level of performance.
• There are unmistakable signs of ill health.
• Teams that need to work together, don’t.
• There is open hostility between key individuals.
• When trust has been low for a long time.
• You have tried to resolve a conflict and rebuild trust to no avail.