1. We often asked about the difference between “change management” and “change leadership,” and whether it’s just a matter of semantics. These terms are not interchangeable.
2. The distinction between the two is actually quite significant. Change management, which is the term most everyone uses, refers to a set of basic tools or structures intended to keep any change effort under control.
3. The goal is often to minimize the distractions and impacts of the change. Change leadership, on the other hand, concerns the driving forces, visions and processes that fuel large-scale transformation.
4. There is a difference that is very fundamental, and it’s very big, between what is known today as “change management” and what we have been calling for some time “change leadership.”
5. The world basically uses change management, which is a set of processes and a set of tools and a set of mechanisms that are designed to make sure that when you do try to make some changes, A, it doesn’t get out of control, and B, the number of problems associated with it—you know, rebellion among the ranks, bleeding of cash that you can’t afford–doesn’t happen.
6. So it is a way of making a big change and keeping it, in a sense, under control. Change leadership is much more associated with putting an engine on the whole change process, and making it go faster, smarter, more efficiently. It’s more associated, therefore, with large scale changes.
7. Change management tends to be more associated—at least, when it works well—with smaller changes.
8. If we look around the world right now and just talk to people, it’s not just semantics. Everybody talks about managing change and change management, because that’s what they do.
9. If you look at all of the tools, they’re trying to push things along, but it’s trying to minimize disruptions, i.e., keep things under control. It’s trying to make sure change is done efficiently in the sense of you don’t go over budget—another control piece.
10. It’s done with little change management groups inside corporations, sometimes external consultants that are good at that, training in change management.
11. It’s done with task forces that are basically given the whole goal of push this thing along, but keep it under control.
12. It’s done with various kinds of relationships that are given names like “executive sponsors,” where the executive sponsor watches over this thing to make sure that it proceeds in an orderly way.
13. And change leadership is just fundamentally different—it’s an engine. It’s more about urgency. It’s more about masses of people who want to make something happen. It’s more about big visions.
14. It’s more about empowering lots and lots of people. Change leadership has the potential to get things a little bit out of control.
15. We don’t have the same degree of making sure that everything happens in a way we want at a time we want when we have the 1,000 horsepower engine.
16. What we want to do, of course, is have a highly skilled driver and a heck of a car, which will make sure our risks are nearly minimum. But it is fundamentally different.
17. The world, as we all know right now, talks about, thinks about, and does change management.
18. The world, as we all know, doesn’t do much change leadership, since change leadership is associated with the bigger leaps that we have to make, associated with windows of opportunity that are coming at us faster, staying open less time, bigger hazards and bullets coming at us faster, so you really have to make a larger leap at a faster speed.
19. Change leadership is going to be the big challenge in the future, and the fact that almost nobody is very good at it is—well, it’s obviously a big deal.
NOTES BY: JOHN KOTTER.
MKR
Friday, September 8, 2017
WHAT IS TIME MANAGEMENT
Time Management Definition:
1. “Time management” is the process of organizing and planning how to divide your time between specific activities. Good time management enables you to work smarter – not harder – so that you get more done in less time, even when time is tight and pressures are high. Fail to manage your time will damages your effectiveness and causes stress.
2. It seems that there is never enough time in the day. But, since we all get the same 24 hours, why is it that some people achieve so much more with their time than others? The answer lies in good time management.
3. The highest achievers manage their time exceptionally well. By using the time-management techniques in this section, you can improve your ability to function more effectively – even when time is tight and pressures are high.
4. Good time management requires an important shift in focus from activities to results: being busy isn’t the same as being effective. (Ironically, the opposite is often closer to the truth.)
5. Spending your day in a frenzy of activity often achieves less, because you’re dividing your attention between so many different tasks. Good time management lets you work smarter – not harder – so you get more done in less time.
What Is “Time Management?”
1. “Time management” refers to the way that you organize and plan how long you spend on specific activities.
2. It may seem counter-intuitive to dedicate precious time to learning about time management, instead of using it to get on with your work, but the benefits are enormous:
a) Greater productivity and efficiency.
b) A better professional reputation.
c) Less stress.
d) Increased opportunities for advancement.
e) Greater opportunities to achieve important life and career goals.
3. Failing to manage your time effectively can have some very undesirable consequences:
a) Missed deadlines.
b) Inefficient work flow.
c) Poor work quality.
d) A poor professional reputation and a stalled career.
e) Higher stress levels.
Spending a little time learning about time-management techniques will have huge benefits now – and throughout your career.
MKR
1. “Time management” is the process of organizing and planning how to divide your time between specific activities. Good time management enables you to work smarter – not harder – so that you get more done in less time, even when time is tight and pressures are high. Fail to manage your time will damages your effectiveness and causes stress.
2. It seems that there is never enough time in the day. But, since we all get the same 24 hours, why is it that some people achieve so much more with their time than others? The answer lies in good time management.
3. The highest achievers manage their time exceptionally well. By using the time-management techniques in this section, you can improve your ability to function more effectively – even when time is tight and pressures are high.
4. Good time management requires an important shift in focus from activities to results: being busy isn’t the same as being effective. (Ironically, the opposite is often closer to the truth.)
5. Spending your day in a frenzy of activity often achieves less, because you’re dividing your attention between so many different tasks. Good time management lets you work smarter – not harder – so you get more done in less time.
What Is “Time Management?”
1. “Time management” refers to the way that you organize and plan how long you spend on specific activities.
2. It may seem counter-intuitive to dedicate precious time to learning about time management, instead of using it to get on with your work, but the benefits are enormous:
a) Greater productivity and efficiency.
b) A better professional reputation.
c) Less stress.
d) Increased opportunities for advancement.
e) Greater opportunities to achieve important life and career goals.
3. Failing to manage your time effectively can have some very undesirable consequences:
a) Missed deadlines.
b) Inefficient work flow.
c) Poor work quality.
d) A poor professional reputation and a stalled career.
e) Higher stress levels.
Spending a little time learning about time-management techniques will have huge benefits now – and throughout your career.
MKR
TASK CHECKING LIST
TASK CHECKING LIST
1. When tasks have multiple components, it can be challenging to track what has been completed versus what is still in progress, especially when different segments must be completed by different people.
2. To help you make these tasks more structured and easier to track, Write added a new, useful feature.
3. Now you can further break down your tasks into to-do lists or step-by-step instructions with the help of checklists in your task description.
4. To take advantage of checklists, look at your task description column or segment.
5. This feature will add another level of depth to keep your tasks organised and clear.
6. When listing the task's components in the description, it's up to you to order your list to suit your preference, whether that be by due date, assignee's, importance, or simply as ideas come to mind. Once a component is completed and you check its box, the item turns grey to fade out of focus. With checklists, all collaborators can easily see what has been finished and what needs to be done before the entire task is completed.
7. One of the cool things about the checklists is that they can help you avoid confusing scenarios when a task is assigned to several employees.
8. Before On the Job Training (OJT), one staff would mark an entire task as completed when only his or her individual contribution was done.
9. Now, when you create one task and assign that task to five different people, add a checklist to your task description for clearer workload distribution.
10. Use this feature and kindly remind John to go to the checklist within the task to indicate that he has finished only his portion.
11. When everyone has checked off their separate line items, the last contributor or task author knows to mark the entire task as completed.
12. Have you heard of small wins? Psychologists say that completing several smaller tasks one after another has a powerful motivating effect when you're in the middle of a large assignment. See how that works for you and your team with the new feature!
13. And for additional benefit, we hope checklists can serve as your convenient alternative while we continue working hard to bring subtasks to your workspace.
MKR
1. When tasks have multiple components, it can be challenging to track what has been completed versus what is still in progress, especially when different segments must be completed by different people.
2. To help you make these tasks more structured and easier to track, Write added a new, useful feature.
3. Now you can further break down your tasks into to-do lists or step-by-step instructions with the help of checklists in your task description.
4. To take advantage of checklists, look at your task description column or segment.
5. This feature will add another level of depth to keep your tasks organised and clear.
6. When listing the task's components in the description, it's up to you to order your list to suit your preference, whether that be by due date, assignee's, importance, or simply as ideas come to mind. Once a component is completed and you check its box, the item turns grey to fade out of focus. With checklists, all collaborators can easily see what has been finished and what needs to be done before the entire task is completed.
7. One of the cool things about the checklists is that they can help you avoid confusing scenarios when a task is assigned to several employees.
8. Before On the Job Training (OJT), one staff would mark an entire task as completed when only his or her individual contribution was done.
9. Now, when you create one task and assign that task to five different people, add a checklist to your task description for clearer workload distribution.
10. Use this feature and kindly remind John to go to the checklist within the task to indicate that he has finished only his portion.
11. When everyone has checked off their separate line items, the last contributor or task author knows to mark the entire task as completed.
12. Have you heard of small wins? Psychologists say that completing several smaller tasks one after another has a powerful motivating effect when you're in the middle of a large assignment. See how that works for you and your team with the new feature!
13. And for additional benefit, we hope checklists can serve as your convenient alternative while we continue working hard to bring subtasks to your workspace.
MKR
Thursday, September 7, 2017
SMART ATTITUDE
SMART Attitude Mind set.
1. How to Make our Plan and Objectives (P & O) Achievable?
- Use “SMART” tools to reach our P & O.
- Setting SMART P & O means we can clarify our ideas, focus our efforts, use our time and resources productively, and increase our chances of achieving what we want in life.
2. MKR will explore what SMART Attitudes are, and we'll look at how we can use it to achieve our P & O.
3. What Does SMART Mean?
- SMART is an acronym that we can use to guide our P & O setting.
4. To make sure our P & O are clear and reachable, each one should be:
a) S - Specific (simple, sensible, significant).
b) M - Measurable (meaningful, motivating).
c) A - Achievable (agreed, attainable).
d) R – Reasonable (realistic, resourced, results-based).
e) T – Timeliness ((time-based, time limited, time secure).
5. How to Use SMART?
A. Specific.
i) Our P & O should be clear and specific, otherwise we won't be able to focus our efforts or feel truly motivated to achieve it.
ii) When drafting our P & O, try to answer the five "W" and one “H” questions:
• What do we want to accomplish?
• Why is this goal important?
• Who is involved?
• Where is it located?
• When resources or limits are required?
• How to make it happen?
B. Measurable.
i) It's important to have measurable P & O, so that we can track our progress and stay motivated.
ii) Assessing progress helps us to stay focused, meet our deadlines, and feel the excitement of getting closer to achieving our P & O.
iii) A measurable goal should address questions such as:
• How much?
• How many?
• How will I know when it is accomplished?
3. Achievable.
i) Our P & O also needs to be realistic and attainable to be successful.
ii) In other words, it should stretch our abilities but still remain possible.
iii) When we set an achievable P & O, we may be able to identify previously overlooked opportunities or resources that can bring us closer to it.
iv) An achievable goal will usually answer questions such as:
How can I accomplish this P & O?
How realistic is the P & O, based on other constraints?
4. Relevant.
i) This step is about ensuring that our P & O matters to us, and that it also aligns with other relevant P & O.
ii) We all need support and assistance in achieving our P & O, but it's important to retain control over them.
iii) So, make sure that our P & O drive everyone forward, but that you're still responsible for achieving our own goal.
iv) A relevant P & O can answer "yes" to these questions:
• Does this seem worthwhile?
• Is this the right time?
• Does this match our other efforts/needs?
6. Timeliness.
i) Every P & O needs a target date, so that we have a deadline to focus on and something to work toward.
ii) This part of the SMART P & O criteria helps to prevent everyday tasks from taking priority over our longer-term P & O.
iii) A Timeliness P & O will usually answer these questions:
• When?
• What can we do six months from now?
• What can we do six weeks from now?
• What can we do today?
7. SMART Benefits.
i) SMART is an effective tool that provides the clarity, focus and motivation we need to achieve our goals.
ii) It can also improve our ability to reach it by encouraging us to define our objectives and set a completion date.
iii) SMART P & O are also easy to use by anyone, anywhere, without the need for specialist tools or training.
iv) SMART is a well-established tool that we can use to plan and achieve your objectives.
v) When we use SMART, we can create clear, attainable and meaningful P & O, and develop the motivation, action plan, and support needed to achieve it.
MKR
1. How to Make our Plan and Objectives (P & O) Achievable?
- Use “SMART” tools to reach our P & O.
- Setting SMART P & O means we can clarify our ideas, focus our efforts, use our time and resources productively, and increase our chances of achieving what we want in life.
2. MKR will explore what SMART Attitudes are, and we'll look at how we can use it to achieve our P & O.
3. What Does SMART Mean?
- SMART is an acronym that we can use to guide our P & O setting.
4. To make sure our P & O are clear and reachable, each one should be:
a) S - Specific (simple, sensible, significant).
b) M - Measurable (meaningful, motivating).
c) A - Achievable (agreed, attainable).
d) R – Reasonable (realistic, resourced, results-based).
e) T – Timeliness ((time-based, time limited, time secure).
5. How to Use SMART?
A. Specific.
i) Our P & O should be clear and specific, otherwise we won't be able to focus our efforts or feel truly motivated to achieve it.
ii) When drafting our P & O, try to answer the five "W" and one “H” questions:
• What do we want to accomplish?
• Why is this goal important?
• Who is involved?
• Where is it located?
• When resources or limits are required?
• How to make it happen?
B. Measurable.
i) It's important to have measurable P & O, so that we can track our progress and stay motivated.
ii) Assessing progress helps us to stay focused, meet our deadlines, and feel the excitement of getting closer to achieving our P & O.
iii) A measurable goal should address questions such as:
• How much?
• How many?
• How will I know when it is accomplished?
3. Achievable.
i) Our P & O also needs to be realistic and attainable to be successful.
ii) In other words, it should stretch our abilities but still remain possible.
iii) When we set an achievable P & O, we may be able to identify previously overlooked opportunities or resources that can bring us closer to it.
iv) An achievable goal will usually answer questions such as:
How can I accomplish this P & O?
How realistic is the P & O, based on other constraints?
4. Relevant.
i) This step is about ensuring that our P & O matters to us, and that it also aligns with other relevant P & O.
ii) We all need support and assistance in achieving our P & O, but it's important to retain control over them.
iii) So, make sure that our P & O drive everyone forward, but that you're still responsible for achieving our own goal.
iv) A relevant P & O can answer "yes" to these questions:
• Does this seem worthwhile?
• Is this the right time?
• Does this match our other efforts/needs?
6. Timeliness.
i) Every P & O needs a target date, so that we have a deadline to focus on and something to work toward.
ii) This part of the SMART P & O criteria helps to prevent everyday tasks from taking priority over our longer-term P & O.
iii) A Timeliness P & O will usually answer these questions:
• When?
• What can we do six months from now?
• What can we do six weeks from now?
• What can we do today?
7. SMART Benefits.
i) SMART is an effective tool that provides the clarity, focus and motivation we need to achieve our goals.
ii) It can also improve our ability to reach it by encouraging us to define our objectives and set a completion date.
iii) SMART P & O are also easy to use by anyone, anywhere, without the need for specialist tools or training.
iv) SMART is a well-established tool that we can use to plan and achieve your objectives.
v) When we use SMART, we can create clear, attainable and meaningful P & O, and develop the motivation, action plan, and support needed to achieve it.
MKR
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