Behavioural Competencies are an important component of their skills and capabilities alongside technical and contextual competencies.
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So far Lynne Maciver has created 12 blog entries.
Project Manager competence is an area where the individual and the organisation both need to accept responsibilities. Helping project managers build the skills they need to do a great job is as important as the individual taking responsibility for developing their skills and behaviours in a supported environment. Both will result in strong project management practices and project successes.
Soft skills for Project Managers is a topic that is regularly raised without any real resolution of where the balance between technical (hard) skills and people (soft) skills lies. The question is too simplistic, soft skills encompasses a wide range of skills and anyone responsible for delivery will need a mix of hard and soft skills to get the job done.
Kotter's Leading Change Step 8 Institutionalising New Approaches Overview 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 [...]
Kotter's Leading Change Step 7: Consolidating Improvements and Producing Still More Change Overview 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 [...]
Kotter's Leading Change Step 6 Planning for and Creating Short-Term Wins Overview 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 [...]
Kotter's Leading Change Step 5 Empowering Others to Act on the Vision OverviewThe 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 [...]
Kotter's Leading Change Step 4 Communicating the Vision Overview There is little point in having an 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 [...]
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.