
5 Strategies to successfully leverage
a transformation program
Leading a transformation program is challenging. And the bigger the scope, the bigger the resistance to change. This comes as
Usually, there is nothing wrong with the action plan. It has all the milestones, all the right activities and all the correct schedules. But somehow, it fails. The root causes are mainly 4: goal definition, poor planning, resistance to change and ego.
Consider this goal: I want to make enough money.
Sounds fantastic, but as J.D. Rockefeller Sr. said, if it is your only goal is to become rich, you will never achieve it. If money is the only thing you are trying to accomplish in life, then you never will because money is not a destination, but a means to get to the actual destination. So, ask yourself this: What is being rich mean? And what will you do with the money? How will you make it happen?
This is just an example. The point is that you must be specific when defining your goal. This way will be possible to direct your action plan in the right direction, focus, and get the people you need to help you on board. If your goal is too ambitious or completely disjoined from your reality, achieving it is mission impossible.
So, redefine your goal into something like this: I want to save $XX/year and retire by the age of 40.
Then imagine, instead of slop, that you a facing a staircase. All you have to do is take one step at a time. How much more achievable is that? A detailed action plan. So, instead of imposing on yourself and your team impossible actions like secure financing, creating the best working environment or even developing the most advanced microchip, define specific activities that are realistic and attainable.
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Leading a transformation program is challenging. And the bigger the scope, the bigger the resistance to change. This comes as
How can you make an upcoming change appealing? It’s simple! Storytelling. Still, many find it tricky as it leads to
I often help companies improve their working environment. It is an integral part of change management. And whilst there are