First rule of change: Screw the spreadsheets!

We say Change Management is about “𝙩𝙝𝙚 𝙥𝙚𝙤𝙥𝙡𝙚 𝙨𝙞𝙙𝙚 𝙤𝙛 𝙘𝙝𝙖𝙣𝙜𝙚” – then let’s make it that.

Too much goes to waste in plans, spreadsheets, and Gantt-charts – you can’t make a “by this date everyone is on board” calculation.

It’s about people, so the most important competencies for a Change Manager:
– Empathy, so you understand people
– Intuition, so you can predict people to some degree
– Curiosity, to figure out the questions needing to be asked
– Gut-feel, so you can make decisions
– Stamina, as change doesn’t happen overnight
– Bravery, to ask the tough questions

Tools are useful, when we use tools to open up dialogue on what really matters: the why, how, and what of the change and the people in it.

An assessment done in a spreadsheet is fine, if it leads to a discussion and not simply a traffic light in a status report. The discussion bears value and leads to informed decisions on how to move ahead and what to adjust.

Tools allow us to ask questions.

Questions allow us to understand.

Understanding moves us forward.

What tools do you use to start the dialogue?


Flere tanker

3 timer tættere på 10.000!

Man skal øve sig, også selv om man ikke har perfektion som mål 😉 I har måske opdaget at jeg er begyndt at tegne… og

Vælg værktøj med omhu!

Det er ikke alle forandringer, der skal køres i hus med den fulde palette af forhåndenværende koncepter, modeller og forandringsteorier. Nogle gange har I brug

“Be gone!”

Those are the words of Betty from Bruderheim. Expressed when she faces change in her workday. Fortunately, Betty is fictional. She’s a persona, developed to