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What should you do to ensure lasting change in your organization? George Trachilis, Shingo Research Award winner, explains this is as easy as 1-2-3. However, it is not simple. It requires understanding your true potential as a leader and transferring the same challenge to your students.
In this engaging session, we make the case for why as a project leader you should be personally invested in organizational change for your project efforts. Participants will learn why change is so vital to their project success as well as how to action 3 critical change moments that matter toward project success. Participants walk away with practical learning that can immediately be applied to enhance any project leader’s toolkit!
Interested in changing jobs, want to get a promotion or accomplish that personal goal you set for yourself at the beginning of the year? The truth is change is necessary for progression both professionally and personally.
When you think of change management as a product, you ask yourself different questions: Do people who work here know how to use change management? Is it simple? Complex? Is it obvious how it works? What’s fast about it? What’s slow about it? Are there bugs? What’s broken that we can quickly fix and what’s going to take a long time?
Every project in the organization is, effectively, a change project. This means that every project manager must also be a change manager.
In the modern workplace, much emphasis is placed on technical skills and knowledge. However, with the onset of advanced technologies, soft skills are becoming more and more critical to maintaining clear communication and positive human interaction on project teams and amongst stakeholders.
Change is necessary because organizations are struggling with the new demands and challenges of complexity. This webinar looks at how Project Management can be the engine of change.
A review of Organizational Change Management (OCM) for Project Managers with a focus on stakeholder and resistance management. This webinar will provide an overview of key activities for both areas, including managing stakeholder power and influence, developing action plans, and managing changes. The presenter reviews typical misconceptions of resistance on projects and provides methods to manage them proactively.
Part two of a two-part series. Attendees will use real life examples to practice spotting strengths and will walk away with practical tools to use when working with stakeholders, team-members, sponsors and people outside their workplace too!
Being a strengths-based project manager means playing to the strengths of those around us to build cohesive high-performing teams. In this session attendees will learn about the “aware-explore-apply” model of character strengths and how just knowing their own strengths will positively impact their teams and projects.
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"No opera plot can be sensible, for in sensible situations people do not sing." - W.H. Auden |
