From apprenticeships and qualifications to professional development and employability skills. Supporting learners, partners, and centres with tools to deliver, assess, and grow.
Join a professional community committed to excellence in management and leadership. Access exclusive resources, and recognition pathways including Chartered Manager.
Connect, celebrate, and lead with CMI’s vibrant community. From events and awards to networks and campaigns, get involved and help shape the future of management.
Stay informed with expert insights, thought leadership, and the latest in management. From in-depth features to practical guidance, explore the ideas shaping today’s workplace.
Learn about CMI’s mission, values, and impact. From our Royal Charter to governance, careers, and sustainability commitments, discover who we are and what drives us.
09 February 2012 -
Greg Park says:
Initiatives will have an optimal chance of success when it is clearly communicated as being part of the organisational vision with which staff are already aligned. It is important that staff feel that they are making a contribution towards its achievement.
During periods of economic instability there is a tendency to focus on the tangible risks when undertaking a new initiative. These will include such matters as intrinsic market, regulatory, finance, systems, production, pricing and operational risk. What frequently slips off the dashboard of innovators and leaders of organisations is what might be termed people risk.
Start by listening. People who see no need to shake the status quo are not interested in hearing all the reasons why change is happening – they simply want to be heard.
Keep the initiative collaborative every step of the way and the natural inclination towards resistence will reside, as long as the need for change is truly in the best interests of the company these stalwarts so fiercely believe in.
To pursue and establish a people-centric mindset, leaders must clearly communicate and reinforce the vision of the organisation and offer clear, specific and detailed direction in respect to its achievement. We become so excited by something new that we focus too much time, energy and focus on its implementation and unknowingly allow the organisation to drift off course.
Greg Park, FCMI is managing director of PCM Consulting, offering guidance to executive teams on how to adapt to leading within the cross-border and global context. Greg has spent 25 years in senior executive roles in financial services, including National Westminster Bank and Lloyds TSB Group, and banks in the Arabian Gulf. He is presently writing a book on Collaborative Leadership
› The persistence of presenteeism and other nuanced nonsense
› A new age of vulnerability: why inclusive leadership matters more than ever
› Ask yourself: "How do I make my employees feel?"
› Finance and the Diversity Dividend
For more information or to request interviews, contact CMI's Press Team on 020 7421 2705 or email press.office@managers.org.uk
› The 5 Greatest Examples of Change Management in Business History
› Four companies that failed spectacularly, and the lessons of their premature demise
› 6 companies that get employee engagement – and what they do right
› 4 Signs That Racism May Be An Issue In Your Workplace
› How to build an Effective Team: focus on just 3 things