Behavioural Competencies are an important component of their skills and capabilities alongside technical and contextual competencies.
A company's culture is a result of how people in the organisation currently work, it is not what you think or hope it to be. To bring about cultural change in an organisation it is important to do things differently, making changes happen will lead to cultural changes and must be led from Senior Management.
With a changing economy, individuals will be wondering if and how they will be impacted with many experiencing worry and concern about potential changes to their personal circumstances.There are areas within direct control to help in working through the implications of change and begin to anticipate what this means for them and their future such as their career management process, physical and mental health and remaining proactive throughout.
The final step in Kotter's process for Leading Change is the institutionalisation of new approaches into the organisation. An organisation's behavioural norms and shared values influence behaviour through rewarding those in line with the culture and sanctioning those who step out of line. New practices made as part of the change effort will be more [...]
In any change process, beware celebrating change too early. In Kotter's seminal book Leading Change, the change process includes a step to consolidate the improvements to date and highlights the continued effort to produce still more change, even at this late stage. One of the reasons to be mindful of celebrating success too early is [...]
Planning for and creating short-term wins as outlined in Kotter's seminal book Leading Change is important to the long term success of a change effort. By creating visible and unambiguous results as stepping stones to achieveing the end goals, the organisations and individuals impacted by the change can see how their efforts are contributing to [...]
The time to empower others to act on the need to change should happen once the foundations are put in place, that is, a considerable way into the overall change process. Kotter's seminal book Leading Change proposes the urgency for change needs to be established first, a guiding coalition put in place, a vision created [...]
There is little point in having a agreed vision for change if it is not communicated. Communicating the vision is the fourth step in Kotter's seminal book called Leading Change. This step builds on the change process so far where a sense of urgency has been established, a guiding coalition formed and the vision created. [...]
Transforming an organisation takes vision. Kotter's seminal book called Leading Change outlines eight steps to turn a vision for change into reality. The third step in his process is creating the vision, this is done once a sense of urgency for the change has been created and a powerful guiding coalition is formed to then create the vision.
To deliver transformational change in your organisation, a powerful guiding coalition is needed. Kotter's seminal book called Leading Change outlines eight steps to deliver change, the first being establishing a sense of urgency followed by forming a powerful guiding coalition which is examined here.