Managing the speed of change
The demands of change are relentless and new learning is critical to keeping ahead. If change were simply about restructuring, headcount reduction or process redesign, life would be simple. However old traditions die slowly as yesterday’s assumptions and ways of doing things play out.
Leading people in a new direction involves unlearning old ways and learning new ways of seeing, thinking, feeling and doing.
Leading at the heart of change
Leaders face many common issues in implementing change to achieve organisational goals such as how to:
- Accelerate the pace of performance improvement
- Address stakeholder expectations
- Build leadership alignment
- Enhance collaborative working
- Increase workforce engagement
- Handle the reactions to change
- Manage conflict constructively
- Make change stick
- Maintain the momentum
- Manage change and ‘business as usual’
- Maintain a work/life balance
Introducing the Coaching Partnership
In a market flooded with every type of Life, Performance and Development Coach and growing concern about standards my vision is to create a quality niche consultancy providing:
- A network of highly experienced Coaches
- A maturity of business understanding
- Support for personal & organisational change
- Leadership and management expertise
- The highest professional standard supported by:
- A clear code of ethics and confidentiality
- External accreditation and/or specialist qualifications
- Regular supervision
- Continuing professional development
Professor David Lane is consultant/adviser to the company
"We recognise that some of the greatest coaches work independently.
In creating a powerful network of the most experienced independent coaches we will put together the best team to meet your needs. We can currently access resources in 12 countries.
I have a background in change management with Cap Gemini and experience as an APECS accredited Executive Coach.
Linking my change and coaching experience my aim is to support organisations through linking an understanding of how organisations change through people with an understanding of how people change"
Martin Down
If change is so successful why is this on organisational graffiti boards after 19 centuries?
'We trained hard... but every time we begin to form into teams, we are re-organised.
I was to learn later in life that we tend to meet any new situation by re-organising... and a wonderful method it can be for creating the illusion of progress while producing inefficiency and demoralisation.'
Petronius (AD 66)
The Challenges of Change
‘It must be remembered that there is nothing more difficult to plan, more doubtful of success nor more dangerous to manage than the creation of a new system. For the initiator has the enmity of all who profit by the preservation of the old institution and merely lukewarm defenders in those who would gain by the new one.’
Nicolo Machiavelli
