Management of Change pt 9 – Leading Change and Transformation

Administration in the Church, Administrative Skills, Equipping, Management of Change
Writing as a guest author, Gary Borland concludes his series on Management of Change. He is happy to enter into communication with readers. Contact him by clicking on his name, above. In order to maximise the opportunities to unlock an organisational vision, it is essential to have a demonstrable and commonly understood way in which those in the church or ministry work together to deliver it. Strategy (the ‘how’) is the way in which this is done to maximise and optimise resources and to create clear line of sight for everyone in the organisation to align their contribution to in support of unlocking the vision and delivering the mission. A poor or absent strategy is seen in a lack of motivation to participate or contribute, disjointed activities delivered to varying…
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Management of Change pt 8 – Never Let Up and Incorporate Into The Culture

Administration in the Church, Administrative Skills, Equipping, Management of Change
In the penultimate blog in this series guest writer Gary Borland touches on the final steps of ‘Kotter’s 8 Step Process for Leading Change’. The Strategic Planning Process and supporting plans should by now be ready to deliver and/or delivering a considerable amount of what the overall programme sought to achieve. Maintaining focus and momentum is vital; programmes become highly susceptible to reversing out the benefits if either is lost. Let’s look at the final 2 steps in ‘Implementing & Sustaining Change’. Step 7 – Never Let Up The challenge of maintaining focus and momentum can vary at different times of a change or transformation programme, but it’s important to realise that one of the most dangerous times is after considerable progress has already been made. Once we have in place a…
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Management of Change pt 7 – Empowerment and Short-Term Wins

Administration in the Church, Administrative Skills, Equipping, Management of Change
My guest contributor, Gary Borland, continues his series on Management of Change. He is happy to receive enquiries. Last week, we continued our overview of ‘Kotter’s 8 Step Process for Leading Change’ as an overlay to a Strategic Planning Process. Concurrent and parallel activity is commonplace in major change or transformation programmes. In this blog, we will look at the next 2 steps step in ‘Engaging & Enabling The Whole Organisation’ which Kotter describes as: Step 5: ‘Empower Broad-Based Action’ Step 6: ‘Generate Short-Term Wins’ Step 5 – ‘Empower Broad-Based Action’ Embrace challenge The number of obstacles in the way of change are often seen only when you start asking people - and the best people to ask are not the leaders themselves! Leaders like to believe that they empower…
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Management of Change pt 6 – Communicate the Vision

Administration in the Church, Administrative Skills, Equipping, Management of Change
Last week, we continued our overview of ‘Kotter’s 8 Step Process for Leading Change’. As an overlay to a Strategic Planning Process, these steps can be highly effective, and can take place concurrently, depending on the nature of the programme. We are now moving onto the first step in ‘Engaging and Enabling The Whole Organisation’ which Kotter describes as: Step 4 – ‘Communicate The Vision for Buy-In’ Irrespective of who defined the change vision the need to communicate it is a critical next step in engaging and enrolling people at all levels and in all areas across the organisation. Unfortunately, many leaders outsource communications to the ‘comms person’ or ‘comms team’ and then wonder why people ‘don’t get it’. Ownership of the communication process by the leaders is vital. Devote…
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