Magnificent Seven, team of me, blog, Toby Elwin

High performance team of me

Toby Elwin Blog, Social Project Management, Talent Management 0 Comments

Many times what looks like a team is not team. A high performance team is beyond skin deep and requires shared understanding. A collection of well-intended professionals that meet, from time-to-time, around business issues, is not a team. In What It Takes to Build a Team, John R. Anderson’s dense and rewarding read, reminds me that there is no ‘I’ in team. Identity shapes how people describe their world. The range of options that someone can identify and define their view presents little issue, until collaboration. Teams work in concert to meet common goals: Share success; Collaborate for achievement; and Willing to give up resources for the good of the collective High Performance Team Law In our world of people, process, and technology, a single item can mean multiple things. The law of identity presents a shared meaning, not mixed …

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Subjective communication objective

Toby Elwin Blog, Communication, Talent Management 2 Comments

Successful communication inspires action and is clear to others what needs to happen to meet that objective.

All communication faces daunting odds to reach each person, intention intact. Perception, bias, and noise lay between intent, action, and reaction.

To succeed in the communication obstacle course against intent, you need to make clear how to make it happen.

Toby Elwin, Benny Hill, Fortune 500, impact assessment, template, stakeholder, SharePoint

Top 10 blog posts for 2014, 5 to 1

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Top blog posts from 2014, from number 5 to number 1, a follow-up from Top 10 blog posts for 2014, 10 to 6 5. The cost of culture, a 50% turnover of the Fortune 500 — Technology drives change within the company, digital drives the way customers chose our company product or service.  These two force change faster and greater impact is that size is not an advantage:  this morning’s blue chip is this afternoon’s Goodbye Mr. Chips. Change was always with us, but not always the warp speed it is today. 4. Change management bottom up or top — So often, so many believe that organization change must come from the top. However, only when the majority holds does the power to believe in the change does change management survive the select top down fantasy. Change management only, truly, succeeds when the majority adopt and utilize the change approach. If, in 2014, you learn nothing new, you …

Toby Elwin, blog, top 10, posts, 2014, 10 to 6

Top 10 blog posts for 2014, 10 to 6

Toby Elwin Blog 0 Comments

Closing out 2014, I look back at the year’s most viewed posts as a chance to reflect on different blog topics, from ice breakers through mergers and acquisitions, here is what people viewed. In descending order: 10. Scope or: how to manage projects for organization success, part 1 — What not to do is sometimes more important than what to do.  Project scope is a shared view of what gets done and a clear view of what not to do. This post reviews the resource opportunity cost when on the wrong work that needs to happen and how to manage only the work required for a project to meet expectation. At it’s best, scope, tells us what not to start, at all. 9. Highlight change management — an introduction to Appreciative Inquiry  — There is change afoot.  A whole industry, profession, practice, and project discipline on change management.  Appreciative Inquiry (AI) is unique in its ability to facilitate positive …

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One change management plan is irrational project management

Toby Elwin Blog, Portfolio Planning, Social Project Management 2 Comments

That people change for organization need is at distinct odds with people’s needs. People change for organization goal is a very irrational expectation.

You can not plan for change if you do not plan for the impact that change has on individuals.

One communication plan can not account for the unique roles if it does not account for unique impact. One plan for all to follow equals everything that no one relates to.

One change management plan is irrational project management.

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The change in change management

Toby Elwin Blog, Talent Management 0 Comments

Change management goes beyond features and functions. Feature and function change management is product change management.

Change management goes beyond scope or requirements. Scope and requirement change management is project change management.

The change that change management needs is an account for how process and technology change the way people meet their objectives.

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Recently finished book – Leading Successful Change, 8 Keys to Making Change Work

Toby Elwin Blog, Organization Behavior 2 Comments

Many books attack the rational case for change, but often miss the crucial element to understand change: plans are rational people are emotional. In “Leading Successful Change” Authors, Gregory P. Shea, PhD and Cassie A. Solomon write change management continues to fail at a rate above 70% for 2 reasons.

The good news? Offered within are 8 solutions to turn your change efforts into success. The better news? You may only need 4 of the 8 to succeed.

Within is a review of their book, “Leading Successful Change, 8 Keys to Making Change Work”.

Glass Half Full Appreciative Inquiry, blog, Toby Elwin, organization change

Glass half empty of an appreciative view

Toby Elwin Appreciative Inquiry, Blog, Organization Behavior 0 Comments

The glass half full or glass half empty analogy presents a shortcut perspective to infer either an optimist view or a pessimist view of the world, respectively.

However, with an appreciative mindset the glass is neither half full nor half empty, the glass is full.

A full glass now provides a more complete perspective of possibility and a full view of Appreciative Inquiry options.

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Fast Start — Smart failure for a fast-changing world

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Fast Start conversation: The pace of change overtakes the pace of learning. In a short list of continually inspiring sites TED, stands for Technology, Entertainment, Design, devotes themselves to ideas worth spreading. In this, I want to spread an inspiring talk and introduce you to someone I, before TED, was not aware of: Eddie Obeng. Mr. Obeng’s 12-minute presentation talks us through the world we learned that has transformed into a 21st century world of rules we have not yet grasped. Or, as he puts it other ways: “We spend our time responding rationally to a world which we understand and recognize, but which no longer exists.” “If you haven’t understood the world your living in, it’s almost impossible to be absolutely certain on what you are going to deliver fits” — Eddie Obeng Today, Mr. Obeng rightfully points out, our …

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Top 10 blog posts for 2012, 5 to 1

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Top blog posts from 2012, from number 5 to number 1, a follow-up from Top 10 blog posts for 2012, 10 to 6 5. Scope or: how to manage projects for organization success; stakeholder analysis template — If I was to chart the blog like a top 40 countdown I would say, “moving up one spot from last year: stakeholder analysis … “. This is 1 of 3 blogs on Scope that lands in the 10 most read of the 2012. This post is 1 of 5 posts in the Scope or: how to manage projects for organization success. I have built SharePoint portals to manage change and project work. I have turned my three Excel templates for impact, stakeholder, and communication planning into SharePoint lists and forms. These same templates in SharePoint are easier to work with and allow more …

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Fast Start — What, Really, is Change Management?

Toby Elwin Blog, Fast Start, Talent Management 0 Comments

Fast Start conversation: What, Really, is Change Management? Change swirls around organizations:  regulation, industry, competition, policy, knowledge, technology ability, and skills.  And those hit us before the first cup of coffee. There’s a professional approach to manage change, but what, really is change management? And who, specifically, defines, designs, and launches change management for whom? Brad Hall writes in TheStreet, a media company that provides financial news, commentary, analysis, ratings, and business and investment content, change management has three requirements: Each individual knows precisely what is expected of him/her; HR systems aligned to the new expectations; and The role of the manager is very clear If your change management does not include those three requirements, than you are arguing against Mr. Hall and his industrial-organizational psychology Ph. D. and that’s like arguing against your Chief Human Resource Officer. I completely agree with the three above, as …