You want to make the most out of your life and don’t want to waste any more of your precious time not being happy and living your life to the fullest. Getting clear was the first step in my own personal transformation and I want to help you get there too. So, each week I offer a limited number of complimentary Clarity Sessions to people just like you, who are ready to get out of their own way and start making positive changes in their life.
We’ll explore how to get you feeling clear and confident and by the end of the call how to make your ideal future a reality.
I get so much in return: new connections with amazing people like yourself, the opportunity to be of service and connection with my own inner wisdom.
If you haven’t already worked with me and you’re ready, go ahead and click here to complete a short 10-question exploration survey. 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. ReadyToManage is your one-stop shop for world class employee and personal development resources. I adapted Kammy Hatnes' pyramid structure to show the increasingly difficult management skills you must master at each level and to also display how these management skills build on each other to help you achieve success in your management career.
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.
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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. Each level of the Management Skills Pyramid is listed below and is discussed in more detail on the linked pages.The Management Skills Pyramid, Level 1Level 1 of the Management Skills Pyramid shows the basic skills a manager must master just to get the job done. 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.
There is a deep-rooted, hidden side of the tree and this applies just as much when thinking about organizational change too. Change management researchers and practitioners alike typically distinguish between a “knee-jerk” or reactive response and an anticipative or proactive response.

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