The Enduring Skills Of A Change Leader
Contents
ACKNOWLEDGEMENTS 1
1 EXECUTIVE SUMMARY 3
2. CLASSIC SKILLS FOR LEADERS 5
3. STICKY MOMENTS IN THE MIDDLE OF CHANGE—AND HOW TO GET UNSTUCK 8
4. LITERATURE REVIEW 10
5. ISSUES IN CONTEXT OF NEPALESE ORGANIZATIONS 12
6. HOW TO IMPLEMENT CHANGE IN NEPALESE ORGANIZATION 13
7. CONCLUSION AND RECOMMENDATION 14
8. BIBLIOGRAPHY 15
1 EXECUTIVE SUMMARY
This Term Paper presents leading practices on enduring skills of a change leader in change management. It is intended for managers, leaders, executive officers and top level persons. The objective of enduring skills of change leaders is to minimize service downtime by ensuring that requests for changes are recorded and then evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled and consistent manner. The bold stroke produces change, but so does "the inevitability of gradualness." The latter approach builds organizations that endure.
"There's nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in introducing a new order of things."
1.1 INTRODUCTION
Hundreds of books and millions of dollars in consulting fees have been devoted to leadership and organizational change. No issue of the past 15 years has concerned more managers or a wider spectrum of organizations. Yet, for all the attention the subject merits, we see every day that certain kinds of change are simple. If you’re a senior executive, you can order budget reductions, buy or sell a division, form a strategic alliance or arrange a merger. Such bold strokes do produce fast change, but they do not necessarily build the long-term capabilities of the organization. Indeed, these leadership actions often are defensive, the result of a flawed strategy or a failure to adapt to changing market conditions. They sometimes mask the need...
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