Change accelerators can ride above the learning curve quickly via staying focused, setting discipline, and building competency at a faster pace.
With the increasing pace of changes and exponential growth of information, speed matters. People can be either the weakest link or the change accelerator. How they handle change either at professional journey and personal life depend on their ability to think, adapt, proactively plan, and execute.
The high-performance individuals or teams with forward thinking mentality, right-mixed skills and a range of expertise and disciplines, become change accelerators, and will be more effective to drive changes.
Transformational leaders as change accelerators: Change means uncertainty, unpredictability, thus, people have change inertia; change for the most of the people is typically reactionary rather than proactive or innovative. To accelerate change, changing leaders need to have clarified vision, the right dose of courage and risk taking attitude, emotional excellence, optimized processes, and proficient knowledge, etc. Change the game is a mindset, such transformational leaders can provide a clear direction mission, change roadmaps, as well as leadership skills like delegation, decision-making, and monitoring.
Business transformation should not be undertaken lightly because it must align diverse and divergent stakeholders' interests toward a common goal. Leadership effectiveness depends on their perception of solving certain problems and making progressive change. Transformative leaders as the change accelerator can build a compelling team, accelerate change performance by enhancing regular communication to keep the momentum. Their impact can be amplified by scaling up change efforts and deepening change effects.
The culturist as a change accelerator: Culture is collective mindset, attitude, and behavior. Culture brings speed to market, competitive advantage and your brand. When culture turns to be the laggard of business progress, it’s time to change. Often, corporate culturists such as culture designers, culture change agents, are the change accelerator as culture is often the pathway to change. They can engage the masses for overall organizational effectiveness, thereby creating a high performance workplace culture and climate,
Besides communication and other soft skills, corporate culturists have hard technical skills to fine tune organizational structures, processes, and programs for lubricating change. They are also able to leverage management tools for creating a set of needed cultures. They can influence the good policy-making, effective procedure-setting, rewards, and retributions that drive and groom accelerated mindset, learning attitude, and good behavior to accelerate changes.
The high-performance team as the change accelerator: In the organization, change is rarely an individual behavior, it’s the collaborative effort. Thus, a compelling team embracing visionaries, futurists, constructive critics, problem solvers, and idea creators with the complementary mindset, characters, skillset, or knowledge bases, are ready to make effective decisions, develop the best and next practices to make leapfrog change. To accelerate performance, the management is concerned with outcomes. But the outcomes are too unknowable in the knowledge industry to make such focus useful. The goals themselves will change, just as the pathways you take will change. So the focus needs to be on exploring the various pathways towards desired, not always defined goals in a flexible way.
Teams naturally gravitate towards self-organization. A team can be self-organizing in determining the best and most efficient method of making the commitments and accelerating changes. A self-organizing team, thus, have full authority on the practices, processes, tools, engineering methods they would like to use; have all the right skills to make the right choices; adapt to current context and circumstance, to emerge the next most useful evolutionary change to get where you think you need to go next. To make change tangible, collectively as the team, real-time appraisals take place consistently and can be tracked accordingly.
Change accelerators can ride above the learning curve quickly via staying focused, setting discipline, and building competency at a faster pace. They present help the organization accelerate performance, and run at a premium speed. So organizations produce a worthwhile pattern of good outcomes while avoiding an undesirable pattern of bad circumstance, and renew their energy to make business transformation.
Transformational leaders as change accelerators: Change means uncertainty, unpredictability, thus, people have change inertia; change for the most of the people is typically reactionary rather than proactive or innovative. To accelerate change, changing leaders need to have clarified vision, the right dose of courage and risk taking attitude, emotional excellence, optimized processes, and proficient knowledge, etc. Change the game is a mindset, such transformational leaders can provide a clear direction mission, change roadmaps, as well as leadership skills like delegation, decision-making, and monitoring.
Business transformation should not be undertaken lightly because it must align diverse and divergent stakeholders' interests toward a common goal. Leadership effectiveness depends on their perception of solving certain problems and making progressive change. Transformative leaders as the change accelerator can build a compelling team, accelerate change performance by enhancing regular communication to keep the momentum. Their impact can be amplified by scaling up change efforts and deepening change effects.
The culturist as a change accelerator: Culture is collective mindset, attitude, and behavior. Culture brings speed to market, competitive advantage and your brand. When culture turns to be the laggard of business progress, it’s time to change. Often, corporate culturists such as culture designers, culture change agents, are the change accelerator as culture is often the pathway to change. They can engage the masses for overall organizational effectiveness, thereby creating a high performance workplace culture and climate,
Besides communication and other soft skills, corporate culturists have hard technical skills to fine tune organizational structures, processes, and programs for lubricating change. They are also able to leverage management tools for creating a set of needed cultures. They can influence the good policy-making, effective procedure-setting, rewards, and retributions that drive and groom accelerated mindset, learning attitude, and good behavior to accelerate changes.
Teams naturally gravitate towards self-organization. A team can be self-organizing in determining the best and most efficient method of making the commitments and accelerating changes. A self-organizing team, thus, have full authority on the practices, processes, tools, engineering methods they would like to use; have all the right skills to make the right choices; adapt to current context and circumstance, to emerge the next most useful evolutionary change to get where you think you need to go next. To make change tangible, collectively as the team, real-time appraisals take place consistently and can be tracked accordingly.
Change accelerators can ride above the learning curve quickly via staying focused, setting discipline, and building competency at a faster pace. They present help the organization accelerate performance, and run at a premium speed. So organizations produce a worthwhile pattern of good outcomes while avoiding an undesirable pattern of bad circumstance, and renew their energy to make business transformation.
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