Change Leadership & Management

Welcome.  I am George Neufeld.

My specialty is Change Leadership and Management. This page provides an overview of my approach.

We’ll get to Change Leadership & Management in a moment.  But first, indicators that many organizations are facing uncertainty and change include:

• High inflation
• High interest rates
• Difficulty in attracting staff
• Declining real estate market
• Increased consumer debt
• Declining consumer confidence
• Technology changes and developments
• Consequences of Russia’s war in Ukraine
• Changes in Employee Expectations After Covid Pandemic
• Consequences of poor relations between the United States and China

Many business analysts and economists expect 2023 to be another difficult year.

Businesses are likely to struggle, but many will brace for the worst case, adapt, innovate, identify opportunities, CHANGE and survive the “storm”, some will prosper.

Let’s assume that your company, government organization or NGO wants to be proactive.

ASK YOURSELF:

Are we (am I) ready to brace for the worst case, adapt, innovate, identify opportunities, and prosper?

ARE WE (AM I) READY TO CHANGE?

Based on over 20 years of experience in leading and managing change, there are four important overriding strategic actions:

1. Ensure that what you need and want to change (and why) is clear, makes sense (prudent) and is easy to explain
2. Obtain agreement on the previous Action (1) from a strong majority of those members of your team-organization whose help you need to bring about the change
3. Develop a strategic action plan for leading and managing the change, including one that identifies a series of “low hanging fruit” that provide a basis for celebrating successes throughout implementation
4. During implementation of the strategic action plan, be strategic in addressing adverse feedback – this includes distinguishing between suggestions for refining what is to be changed and/or the strategic action plan AND resistance to change that is inherent to some persons

The details of every change initiative are different but must embody these four Actions. Leadership and management are required for all these Actions, although leadership is critical for Actions (a) and (b) and management is critical for Actions (c) and (d).

Key success factors of change initiatives are:

• Establish a small Guiding Team whose members are credible and respected within the organization and that report to a member of the executive committee who is responsible and accountable for the change initiative
• Engage key stakeholders, and keep them engaged
• Don’t be concerned if Actions (1) and (2) take a little longer than expected – taking shortcuts will hamper progress during implementation – many change initiatives fail due to taking shortcuts at the outset
• Communicate, communicate, communicate – and do so in a transparent, authentic and respectful manner
• Be open to fine-tuning what is to be changed and the strategic action plan for bringing about the change – recognizing that plans are rarely perfect and can usually be improved
• Be proactive in dealing with issues – don’t let them fester or try to “sweep them under the rug”

The effectiveness of the Guiding Team is a critically important success factor throughout the entire change initiative.  The leader of the Guiding Team must have the full confidence and respect of the senior executive team.  The Guiding Team must be accountable for the successful application of the above four Actions (1 – 4).  Having been a consultant-coach-trainer-facilitator for numerous change initiatives in over 20 years, in most cases I have been regarded as a non-voting member of the Guiding Team – this arrangement has been very effective.

The Guiding Team must have members, or have access to persons, who have expertise and experience in:

• Problem-opportunity assessment
• Strategic action planning
• Communication
• Facilitation
• Training
• Coaching (and helping persons, teams and organizations see and embrace new possibilities)
• Issues management
• Leadership
• Management
• Subject matter knowledge and experience in areas pertaining to the change initiative

About me:

I’m a Change Leadership & Management Wonk.  Having been on the front line for decades, I now work part-time and help others lead and manage change.  I focus on achieving results — the process is essential and important.  The use of the term process includes explaining the change, helping persons accept change, and planning & managing the “change project”..

• The “Results” tab provides examples of results that I have helped my clients achieve
• The “Acknowledgements” tab provides examples of unsolicited written feedback
• The “ABOUT” tab includes my resume and a list that executives and managers can use to pinpoint challenges.

The following eight “windows” (scroll down) provide a peak at some of what I have found to be useful, based on research and experience.