Stakeholder Engagement and Change Management Insights

One frequently asked question by professionals considering coaching is 'What does a coach do?' or, put another way, 'What would we do in coaching sessions?' In this blog we share an example that shows what a coaching session might look like.

Traditional change management approaches can be frustrating for leaders due to the requirement for extra training, the potential for reversion to old habits, and numerous distractions. Is there a better way through with B-State Change Management?

The McKinsey 7-S model provides a structured approach for mapping out change initiatives in complex environments, and can potentially help to understand how changes in one area might impact the entire system. By offering a comprehensive view of an organisation’s various dynamics, change managers can use the model to validate locally identified impacts and assess their wider organisational effect.

Having worked in change management across various sectors, organisational structures and change types, there have been common pain points that organisations are slowly getting across, but which can still occur quite commonly. This highlights that people face challenges when accessing change, program and project information, and they are challenges that are relevant across various organisational types and contexts, regardless of the type of change, level of government, or sect

The clue is in the name as we look at how leadership and management intersect to manage change effectively.

Best practice organisations create a change ready culture through embracing the process skills of change management, as well as focussing forward - on the future. Great change cultures understand that we may not know what the change is yet, but we can still be ready to adopt it.

The core fact that something is about to change is neither positive or negative—it is just different. The reason we can have adverse reactions to change is because we simply don't know yet what will happen as a result of it. The challenges that we face through change are raw materials for creating something new and finding a little treasure. By not viewing uncertainty as a void, but viewing it instead as a blank canvas, we're demonstrating the courage to start moving towards

Organisations face a dual challenge of adapting to change while maintaining effective communication and leadership.

To successfully realise the benefits of remote working, organisations must adapt their strategies, embrace virtual collaboration, build a resilient culture, and redefine leadership.

Effective leadership is not just a desirable trait—it’s an absolute necessity. For seasoned executives, team leaders, or aspiring managers, your skill as a leader can be the actual reason why people get out of bed in the morning.

If you haven't tasted tears and triumphs in equal measure in your career, you're probably not a Change Manager. Change management might seem like a mechanical process, or perhaps a machiavellian one? But it isn’t just about templates, timelines and plans; it can be an adventure that leads to profound personal and organisational growth. Amidst the challenges and uncertainties, there lies a hidden gem: the sense of achievement that change management brings.

Is effective communication the cornerstone of career success? Achieving success isn't just about competence in your field or having a stellar resumé; it's also about how satisfied you feel with your own progress. Effectively communicating your ideas, collaborating with others, and navigating networking and stakeholder or customer relationships are all crucial elements of job satisfaction.

Courage is often portrayed as a majestic virtue possessed by heroes and leaders. The pinnacles of our society have this innate trait that takes them to places the rest of us can't go. But is that really true, or is courage a skill that can be cultivated and strengthened over time?

The daunting nature of change stems from a confluence of psychological factors. Understanding our personal psychological response to change can shed light on why we find it so daunting.

When change comes at us, it's tempting to ignore it, hide, put it off or generally just try to escape thinking about it. Leaning in is a great description of what to do when we feel like doing the opposite. If we can develop the habit of leaning in to small changes and large, we'll soon get the hang of a key life skill.

Note:  Please be warned this article deals with discrimination towards people with physical disabilities and quotes an offensive and...

Change can be both exhilarating and daunting. One of the key factors that determines how well we adapt to change is our motivation. Maintaining motivation through change is crucial for our well-being and success.

Change at work can be a fork in the road, offering an opportunity for personal growth or plunging us into despair. When change is imposed on us, rather than chosen, finding a path to growth is crucial. A powerful way to achieve this is through mentorship. It's a guiding light that helps us navigate the complexities of workplace transitions.

Change management is a delicate blend of art and science, requiring curiosity in both organisational dynamics and human behaviour.

Consider the last time you experienced a major unwanted change in your personal life—a neighbour blocking your view with a new building, a difficult breakup, a health scare, or an unexpected move. These events are deeply emotional and challenging. Unwanted change in the workplace is no different. A sudden shift in responsibilities or a major company restructure can feel as profound as a personal upheaval.