Change management #5: People can do it for themselves

You might wonder what qualifies me to write about cultural change in an organisation. Well, I’ve done it several times, and I thought I’d set myself the challenge of trying to describe some of the success stories I’ve enjoyed in 250 words or fewer.

My main motivation in writing these vignettes is that I keep meeting depressed people: people who are in such a dire situation that they have started to believe that they will never be able to change it.

So what I should like to do is provide very brief case studies comprising the before and after, but not the during: my aim is to uplift, rather than instruct, in these stories. That's why I aim to publish them on a Friday: so you can go home full of hope rather than despondency!

This week: the myth of leadership

Change Management #2

You might wonder what qualifies me to write about cultural change in an organisation. Well, I’ve done it several times, and I thought I’d set myself the challenge of trying to describe some of the success stories I’ve enjoyed in 250 words or fewer.

My main motivation in writing these vignettes is that I keep meeting depressed people: people who are in such a dire situation that they have started to believe that they will never be able to change it.

So what I should like to do is provide very brief case studies comprising the before and after, but not the during: my aim is to uplift, rather than instruct, in these stories. That's why I aim to publish them on a Friday: so you can go home full of hope rather than despondency!

Last week I wrote about the transformation of the educational technology provision in a school. This week, I focus on the change in working practices I brought about in a Local Authority.

Change management #1

You might wonder what qualifies me to write about cultural change in an organisation. Well, I’ve done it several times, and I thought I’d set myself the challenge of trying to describe some of the success stories I’ve enjoyed in 250 words or fewer.

My main motivation in writing these vignettes is that I keep meeting depressed people: people who are in such a dire situation that they have started to believe that they will never be able to change it.

So what I should like to do is provide very brief case studies comprising the before and after, but not the during: my aim is to uplift, rather than instruct, in these stories. That's why I aim to publish them on a Friday: so you can go home full of hope rather than despondency!

Creating a can-do culture 2

Creating a can-do culture is pretty easy if your staff are enthusiastic and raring to go. But what of the opposite scenario, in which you find yourself managing a team of people who are unmotivated, possibly even antagonistic? Change management isn’t quick and it isn’t easy, but it is necessary. In this briefing we look at what you need to do in order to get things back on the right track.

This article is available only to subscribers to Leading and Managing Educational Technology.

Creating a can-do culture

Being team leader does not mean having to do everything yourself. But how do you delegate effectively, and still ensure that the students get their grades. In this, the first of two briefings on this subject, we look at how to create a can-do culture in relatively easy circumstances, in which the team is enthusiastic and wanting to work with you. Mistakes can still be made, of course, but at least in this situation you get a head start, and here are 7 key pieces of advice to help you.

In the next briefing we will look at what to do in the opposite situation, where you inherit a poorly motivated and even suspicious team.

This article is available only to subscribers to Leading and Managing Educational Technology.