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Post Webinar Q&A with Mitchell Nash, Coaching for Organizational Change

April 14, 2011

We ran out of time for questions at the end of our recent webinar with Mitchell Nash on Coaching for Organizational Change. Mitchell addressed a few of the other questions that came in from attendees following the session below.

Discuss working with those who call themselves leaders, or are leaders through position, that are only facing changes to keep their job day-to-day, rather than being a champion of change.

There would seem to be two approaches:

  1. Provide direct coaching to get to the behaviors the organization needs (maybe use 360-degree feedback)
  2. Provide some role models who are producing success while demonstrating the desired behaviors

By change overload, do you mean attempting to change too much too soon; or do you simply mean when there is too much to change?

Actually, both could be deemed overload.

Describe the appropriate communication process for leaders during re-organization [of a company].  What is sufficient and what is insufficient?

Infrequent and superficial communication is not effective and causes more resistance. I would prefer to see leaders communicating and reinforcing critical messages every week or so and, when appropriate, detailed information and statue updates at least monthly.

How would you deal with leaders expressing ‘change overload’ when you know that the organization actually has to do all the changes to be successful?

By making a clear case for change, having some strong champions and sponsors, leaders can see the link between the changes and the desired outcomes. I like to see leaders making a strong case with benefits and implications of not implementing the changes.

Do you see a correlation between understanding cultures in the organization and removing barriers?

Yes; the better you know the culture, and take that into consideration when implementing the change initiatives, the easier it will be to identify and deal with the barriers.

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