The Enduring Skills of a Change Leader

5882 WordsSep 27, 200824 Pages
Contents ACKNOWLEDGEMENTS 1 1 EXECUTIVE SUMMARY 3 2. CLASSIC SKILLS FOR LEADERS 5 3. STICKY MOMENTS IN THE MIDDLE OF CHANGE—AND HOW TO GET UNSTUCK 8 4. LITERATURE REVIEW 10 5. ISSUES IN CONTEXT OF NEPALESE ORGANIZATIONS 12 6. HOW TO IMPLEMENT CHANGE IN NEPALESE ORGANIZATION 13 7. CONCLUSION AND RECOMMENDATION 14 8. BIBLIOGRAPHY 15 1 EXECUTIVE SUMMARY This Term Paper presents leading practices on enduring skills of a change leader in change management. It is intended for managers, leaders, executive officers and top level persons. The objective of enduring skills of change leaders is to minimize service downtime by ensuring that requests for changes are recorded and then evaluated, authorized, prioritized, planned,…show more content…
However, you must not starve an alliance or a partnership. You have to invest the time and resources to work out differences in culture, strategy, processes or policies. You also have to bring together people at many levels to talk about shared goals and the future of the alliance in general, not just their small functional tasks. Many alliances unravel because, while there is support at the top of the organization, departments at lower levels are left to resolve tensions, answer questions or fill gaps on their own. The conflicts and wasted efforts that result can end up destroying value instead of creating it. You have to make sure that the goals of people at many levels of the organizations are aligned, and that people get to know each other, before you can expect them to build trust. “LEADERS WITH PASSION, CONVICTION AND CONFIDENCE CAN USE SEVERAL TECHNIQUES TO TAKE CHARGE OF CHANGE RATHER THAN REACT TO IT.” 1.3 KEYS TO MASTERING CHANGE Change is created constantly and at many levels in an organization. There is the occasional earth-shaking event, often induced by outside forces; there are also the everyday actions of people engaged in their work. In change-adept organizations, people simply respond to customers and move on to the next project or opportunity. They do not necessarily change their assumptions about how the organization operates, but they continuously learn and adapt,
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