The people who operate at the executive levels in organizations and corporations face very unique challenges—a politicalize environment where it is often difficult to get accurate facts about what’s really happening.
Providing you with high quality programs and top notch customer service are our priorities. What is used to improve performance of a manager who is struggling to perform successfully?
For some organizations, technology, society, economics and politics have changed their operating environment at a pace that has been difficult to keep up with. For many, all of this change is very threatening because people and the organizations of which they are a part have to be fit to deal with change on an on-going basis as never before. At its most fundamental level, organizational change is any substantial shift in the way in which a given organization operates or functions.
As regulatory pressures, increasing customer demands and competitive forces impact organizations on a worldwide basis, change is becoming the norm rather than the exception. There is a simple cycle that will help you identify where organizational change seems to be needed and plan its introduction (establish where we are now), set a vision for the future and implement (establish where we are going and how we get there) and just to make sure that we have learned from our experience, review the success of our efforts. What you will see in a team or a department or even a whole organization is the outward and obvious part of the reality. How would you start to identify where you should be and where you are going to better cope in the future (again as an individual, a team or a whole organization) and criteria would you possible use to measure how big the gap is likely to be? Your overall plan in the previous step is an overall organizational change strategy or describes the broad intentions for getting to where in the future you may want to be. In this final step in the cycle, we look back at the plan we originally established and its actual implementation and determine where better strategies could have been employed, so that this can be taken into account next time a major change comes along.
There are many change management tools and change planning techniques available to managers, including sophisticated processes such as Critical Path Analysis, using Gantt or PERT charts or networks. If you can’t involve them all, communicate as you have never done before, to avoid speculation and rumor, and to raise overall levels of cooperation and commitment. If people are with you in the planning, they are more likely to support you in the implementation and monitoring. Once we are clear about the nature of the change that we are about to face, it is always tempting to rush out and take action, just to get things moving. Time available:  Some organizations fail to factor in the degree of change already under way when planning the timing of another significant change. Personal preference:  Some changes may not fit the expectations, abilities needs, wants and desires of existing employees, suppliers or customers.
Of course, it is of no surprise that the above headings are exactly the same in both very basic and highly complex change situations. This typically involves the development of a comprehensive description of the organization, systems or processes and individuals involved in the change. How will we deliver our outputs in terms of structure, operations, infrastructure, people etc? Opportunities are the things which have the potential to help us to handle the change well – e.g. Looking for potential “blind spots” involves challenging existing assumptions about the way things currently operate or exist today in order to uncover blind spots and develop new perspectives. Often the people that we perceive to be resistors to change (or even our own personal resistance) can help us to identify these things. Both of these actions will help to give individuals and the organization a better capacity to handle the organizational change that we face.
We should remember, of course, that not everything that affects the way individuals and groups operate is expressed openly. To some extent, looking at change in organizations is a little bit like looking at the moon. Jon Warner is an executive coach and management consultant and in the past has been a CEO in three very different companies.
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The course involves approximately 120 hours of study, which equates to approx 8 hours per week over the 12 weeks of the course. The world is changing the face of markets and financial conventions, with major implications for political and economic systems. It is therefore becoming increasingly important for leaders at all levels to act not only in their traditional roles as supervisors and managers, but also as transitional leaders or leaders who deploy a specific change management strategy whenever necessary.
One meaning of managing change refers to the making of changes in a planned and managed or systematic fashion. Being a natural cycle the process typically goes around again and again, continuously of course. You may feel that this is pretty simple: just list what we do, how we do it and where it fits in and that part of the process is done. Tasks, equipment, work flow and procedures are clearly visible, as are the structures between jobs, the connecting “lines” between inputs and outputs. Whatever you decide, your change management strategies have to be achievable, measurable and specific. However, “what” needs to change is only one part of the equation and you now need to add “how” the change is to be carried out.  How we get to the future is the “means” of getting you there or the tactics that underpin the overall change strategy. Whilst we shouldn’t stifle our enthusiasm to deal with it, it is also critical to ensure that our efforts are as focused as possible.
By considering these issues carefully, we can quite accurately assess the need for change and the relative effort that it is likely to entail. Our challenge is to be prepared to listen to people and pay attention to any other things may not be quite as we would prefer to see them.
It does this by helping us to think about the responses and inputs to our most challenging questions. To truly understand the context of change, we also need to explore the things which lurk in the shadows of organizations. Jon Warner is a prolific author, management consultant and executive coach with over 25 years experience. In order to post comments, please make sure JavaScript and Cookies are enabled, and reload the page. It also explores the skills required to run a successful Coaching practice, from setting up business to working with clients. Please note that although we recommend a 12-week timetable, students can take up to a year to complete the course if they prefer to work more slowly. The worldwide web, integrated computer systems and robotics are just a few of the innovations that have made enormous differences to the way in which businesses and services can and do operate. In both small and large scale change however, often the best way to manage the transition or to have a deliberate “change management” approach. This is a role that focuses on guiding people through the changes inherent in all kinds of teams, departments and whole organizations today. The aim is to more effectively implement new methods and systems in an ongoing organization. These things are typically managed in a very active way and are discussed regularly by managers.
The most important and most difficult factor relates to the impact of change on individuals and on the emotional well-being of the people. These often give us a new “context” for why the change might be happening, how it might be better managed and why it is important for us to deal with specific change related issues as willingly and positively as we can. Typically there is a fundamental level of “messiness” associated with life in complex organizations. Then there is a covert or shadow side that we know exists even though we cannot see it from where we are standing. I'm in the process of starting my own part-time coaching business and the course has been an invaluable part of that. In addition, we have seen a significant shift in the way that we work (and even where we work), the way we are educated and even the way that we often now progress our careers (which may now involve several very different job roles and in many different organizations).

We therefore need to spend a little time in both defining the term “managing change” talking about the overall tasks that are involved in managing organizational change. If think about the analogy of a tree, what you see at first glance are the leaves, branches and at appropriate times, flowers and berries. What you will not see are the values, the culture and the operating norms of individual work groups. It is fundamental to effective organizational change management that people experience the absolute minimum trauma and distress.
In the context of change, we have simply suggested that coherent change management strategies can and should be developed which take the whole picture into account as much as possible. Perhaps the most familiar instance of this kind of change is the change or “version control” aspect of information system development projects. However, below the surface is another set of structures that holds the visible parts down and gives them their foundation. You will also not see the informal relationships or the loyalties that may exist between people and unless you take a “sideways” look, you may well miss the real motivating factors that affect performance and thereby potentially inhibit or accelerate a future change or transition.
This is not just so that you seem to be a caring boss or executive team; it is effective management that works towards change with minimal disruption to systems and output. While some things are clear, obvious and easy to manage, there are others which are more elusive, and even contradictory.
And, this investment in change planning will make the change easier to handle for all concerned.
Our certificates are recognised by employers, useful as evidence of continuing CPD, and a great addition to your cv.
There is a deep-rooted, hidden side of the tree and this applies just as much when thinking about organizational change too. You can find out more about our accreditation on our About Us page.Course OutlineModule 1: Setting study goals - Where are you starting from? Change management researchers and practitioners alike typically distinguish between a “knee-jerk” or reactive response and an anticipative or proactive response.
De balans vinden en vasthouden tussen de belangen van medewerkers en aandeelhouders is niet eenvoudig. To do that effectively, while an Executive Coach doesn’t have to have been an executive, he or she does need to know the challenges in the C-suite and how to have a ruthlessly compassionate conversation about the challenges there.
Uw blinde vlekken Door te spiegelen met uw coach kunt u deze blinde vlekken leren herkennen en samen met uw coach aan te pakken. Voor het succes van een executive coaching traject is het dan ook noodzakelijk dat u bereid bent te reflecteren op uzelf en uw rol in de eigen organisatie. Persoonlijk en maatwerk Executive coaching als interventie is gericht op persoonlijke coaching van uzelf in de vorm van maatwerk. De coaching is doelgericht en richt zich op uw persoonlijke effectiviteit in uw werk maar ook op uw persoonlijke groei.
De coaching is daarnaast gericht op uw ontwikkeling, zowel in uw vaardigheden als manager, als in uw leiderschapskwaliteiten.
Wij gaan daarbij de uitdaging samen met u aan: wij leren u om uzelf opnieuw te ontdekken, helpen u om uzelf bewust te worden van uw mogelijkheden om daarmee uw zware taak met nieuwe energie te lijf te gaan. Het verschil zit hem onder andere in dat een Executive Coach: zelf ervaring heeft als directeur en manager van een behoorlijke business of een onderneming en daardoor zich in de gedachtenwereld van een executive kan inleven. AAN DE SLAG MET OMNIFOCUS Mijn nieuwe E-book: "Aan de slag met Omnifocus!" De complete gids voor het leren werken met Omnifocus.

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