Leading in a culture of change is less about following process steps and far more about understanding and insight. Do you have the confidence and capability to take risks and navigate your team through change?
I often read about and observe business change projects that fail to deliver. Why is this? Those who write about project management or business change usually focus on people and process. This is important, but I think the problem often has more to do with structure.
Ideological resistance to change is all about people’s beliefs. It can be difficult to win these people over unless you demonstrate that the change—or project—you are implementing is compatible with their feelings.
In this post, the Lazy Leader introduces the four main forms of resistance to change and offer tips for managing those who resist your change efforts. But first we take a brief look at stakeholder management.
“Let’s keep things the way they are,“ says the psychological resister. Of course, that’s not going to happen. But those who resist change disrupt change efforts. In this post, we look at recognizing psychological resistance to change.
Most people will say that a project is a temporary management setting needed to deliver some unique benefit to the business. And, project management is the governance—the principles, processes, and tools—which is used when delivering projects.
Why is leading changing so slowly? In this post, the Lazy Leader questions the value of leadership models and suggest that change starts with the leader.