Saturday, February 24, 2007

Compelling People to Change

Whilst you can never force people to change, in fact it is a sure fire way of getting very short term results, there is a need to compel them to change.

By this I mean creating a reason for why the change needs to happen and then 'making it real' for people so that they get over the immediate problem of 'so what' (as in 'So what? Why should I change what I am doing?')

Of course, even a compelling need will still encounter the problems of WIIFM (when people think 'what's in it for me?' - will it improve my life or make it worse?) but that is all about mentoring people into an improvement programme.

If you would like to see some examples of compelling statements that organisations have put together to inspire their people to change, drop me an email to markeaton(a)amnis-uk.com.

Kindest Regards,

Mark

Thursday, February 08, 2007

How can you claim to be an expert when......

....you have done whatever it is only half a dozen times?

We expect Doctors, Firemen, Policemen, Teachers and others to know what they are doing - and it is clear when one of them is a beginner, but in terms of business transformation consultancy I found myself talking to a group of so called 'experts' when I discovered that they had hardly any real experience (and certainly no verifiable training in terms of qualifications or accredited training) and were pushing very low grade product direct to clients in the NHS - and some were buying it - in fact, quite a few were buying it!

Now - firstly I have to say, well done to the 'team' for selling a product like that, but I worry about the impact this sort of 'cowboy' behaviour has on the wider market for consultancy in the longer term.

In as much as one swallow does not make a summer, one or two 'Lean Events' does not make an expert!

Any thoughts?