When a ‘leader’ gets intimately involved in any change initiative within the organization, it sends a clear signal that the change (hopefully an improvement) is deemed important. The challenge is to make sure the involvement is clearly supporting the desired change, both perceived and real. To be effective as a leader and to provide the needed support means he or she needs to have adequate knowledge of the methodology of change, and a clear vision of the desired direction. On top of all of this, a leader must have the ability and people skills to interact effec
I’m mesmerized by the outstanding scenery and suddenly realize “oh, this would make a great picture!” Have you ever tried to take pictures from a moving motorcycle? It’s not easy to keep the camera still, focus and capture a good image. Even as a passenger, by the time I have the camera ready, something is obstructing the view and it’s too late.
It’s a missed opportunity.
As mentioned in previous blogs, Is Change Management in the Public Sector Really Different? and What is Different About Change Management in the Public Service: An Update, Intersol has partnered with the Telfer School of Business to develop a “made for the public sector” change model.
Why is it that for some, the ability to use words to inspire and reflect, seems to come easily? I have always admired that creative skill and especially as exemplified by the humble, yet profound words of Maya Angelou, who left us with her legacy on May 28, 2014. I have read many of her books throughout the years, but none has inspired me more than, On the Pulse of Morning.
The Focus in Part 3 will be to help identify the skill set, either internally or externally, to to lead or support your Lean Transformation and to be aware of some of the ‘red flags’ to keep in mind while deciding on the expertise required.
First, let’s alleviate the misconception, apprehension or anxiety that Lean doesn’t work. It does work!
The caveat is that you must discover the ‘right’ or proper adaptation of the thinking and concept to your unique situation!
As mentioned in a previous blog post, change management consultants and practitioners know of the abundance of literature regarding organizational change. My colleagues at Intersol, and in particular Marc Valois, Kathleen Connelly, Lise Hebabi and myself have debated the question as to whether change management in public sector is truly different. Furthermore, we have discussed the need for a change management model that would take into account these potentially important differences.&nb
As some of you may know, I’ve been doing volunteer work with SchoolBOX and the CTV Amazing People (AP) Gala for over three years. What I didn’t really know when I got started in this volunteer work is that I’d be spending 10 hot summer days in Nicaragua , doing manual labour – for fun!
It feels like a timely opportunity to talk about procrastination. July brings us warm, sunny weather, signalling our beloved summer is here and vacation time begins! In the workplace, colleagues are juggling vacations and as a result, the nature and pace of work can be affected.
The Focus in Part 2 will be to begin to uncover some of the “right’ ways to implement Lean and what some of the key indicators are that you should be aware of.
First, let’s alleviate the misconception, apprehension or anxiety that Lean doesn’t work. It does work! The caveat is that you must discover the ‘right’ or proper adaptation of the thinking and concept to your unique situation!
If you’ve never heard of Citizens Academy, you may want to check them out by visiting their website. It’s an award winning volunteer-led organization that provides free training and mentoring around the civic process, especially in the municipal sphere.