Truls Ljungström’s Reviews > Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations > Status Update

SERVE akronym, använd för servant leadership.

What did this director do? He cross-trained everybody in every job. Everyone could handle the front desk; everyone could take the pictures.

Culture Drives Performance

Decide what not to do. While it is important to provide direction on what to do, it is just as important to provide direction on what not to do. Ask the following questions when deciding what to do and what not to do: What project or initiative will have the greatest impact on your vision?

”If people aren’t treated as if they are smart and would reach the same conclusion about the need to change as the change leadership team, they perceive a loss of control. Their world is about to change, but they have not been asked to talk about “what is,” explore options, or consider possibilities.”
motstånd och kontrollförlust samvarierar, obviously.

förändringscirkeln

13. People are not held accountable for implementing the change.
14. People leading the change fail to respect the power of the culture to kill the change.
15. Possibilities and options are not explored before a specific change is chosen.

9. Leaders lose focus or fail to prioritize, causing “death by 1,000 initiatives.”
10. People are not enabled or encouraged to build new skills.
11. Those leading the change are not credible. They undercommunicate, give mixed messages, and do not model the behaviors the change requires.
12. Progress is not measured, and/or no one recognizes the changes that people have worked hard to make

5. A compelling vision that excites people about the future has not been developed and communicated.
6. The change leadership team does not include early adopters, resisters, or informal leaders.
7. The change is not piloted, so the organization does not learn what is needed to support the change.
8. Organizational systems and other initiatives are not aligned with the change.

skäl till misslyckad förändring:

1. People leading the change think that announcing the change is the same as implementing it.
2. People’s concerns with change are not surfaced or addressed.
3. Those being asked to change are not involved in planning the change.
4. There is no compelling reason to change. The business case is not communicated.