|
Go
 |
New
|
Find
|
Notify
|
Tools
|
Reply
|
|
Change at this level and breadth does require top level commitment and ownership.
As others have said, you do have options! If you really in it for the long term...5+years.. then you can make some impact. If integrated with other established manager development programs, using models like the Creatrix can help the organisation to start to realise what is working and what is not - but this is/ or can be a slow process. I have also used tools like The BIR to start looking at strategic issues. this is a holistic diagnostic process that can be built upon when senior manager start to engage - and they usually do! One factor to consider, is that often senior manager put more weight into comments from consultants, than from internal resources - this is normal (it should not be but is!) so if budgets allow, engage with external experts with the agenda of the changes you require. In the UK the process of "Investors in People Investors in People" does this particularly well. Be realistic. have a clear vision for success Take on only small 'battles' that you believe you can win Make slow... steady progress expect others to take the credibility for your ideas and wins... they NEED to own the change and the winning results! Good luck whichever route you take. Mike RapidBI Mike Morrison RapidBI - Articles for Organizational Improvement, Consulting, OD tools, train the trainer |
||||
|
Hello owenmorecn:
Who is the we? Unless the we includes the CEO be sure you have your resume up to date. Top dogs don't usual;y like having their ankles nipped by the young pups. Whose job is it to change the culture? Bob Gately |
||||
|
I have been in a similar situation, and it is frustrating!! My thoughts?
Bring a program together where the top-dogs work on these issues themeselves first. It will probably require an external resource. Only after they "get it", will they support it. A bottom-up method is a recipe for disaster and a very sore head from banging it against the wall every step of the way.... |
||||
|
Thanks, Kenneth. I'll read the article to see if I can find anything helpful. Miracles belong to those who believe and persist. |
||||
|
Thank you, Mike. The top management talked with me about the management development issues. I told her I was in the process of putting together a handbook for the supervisors, which was actually proposed by her and some other supervisors. I collected some info of the policies and procedures that supervisors needed to be aware of, and I wanted to include some info to help improve their soft skills as well. In order to make it "our" handbook, I sent out an email to all our supervisors, including the top management, asking for some personal tips or stories of a good manager. I did this two weeks ago, but hadn't got anything back except one email from my supervisor. The funny thing is the top manager, who proposed this in the first place, didn't feed back at all. The culture here is not self-motivated at all. I have to push, and push really hard to get something done. This time, the top manager said she would push them to share some info at the management meeting. It seems good that the top management is involved. On the other hand, however, I feel pretty frustrated by their passive reaction. Miracles belong to those who believe and persist. |
||||
|
| Powered by Social Strata | Page 1 2 3 |
 | Please Wait. Your request is being processed... |
|
© American Society for Training & Development (ASTD)
Linking People, Learning and Performance
Terms and Conditions
1640 King Street, Box 1443 . Alexandria, Virginia, 22313-2043, USA
Phone: 703.683.8100 . Fax: 703.683.8103
Linking People, Learning and Performance
Terms and Conditions
1640 King Street, Box 1443 . Alexandria, Virginia, 22313-2043, USA
Phone: 703.683.8100 . Fax: 703.683.8103