C4CM™ is the only nationally recognised qualifications centre in Change Management.
Our qualifications are work based qualifications within the Qualifications Credit Framework. In particular they deliver the change components of the National Occupational Standards for Management and Leadership.
Designed for professionals in the business of organisational change, C4CM™ accredits a series of short modules in Managing Change. These can be taken as classroom based courses or as online guided learning.
How useful are selling skills for Stakeholder Engagement?
Stakeholder engagement is frequently difficult. The change team need to get stakeholders engaged and often positively involved in a change for success. Since the power in the relationship often lies with the stakeholder it seems to me this is a similar situation to a salesman-customer interaction. There are a number of basic marketing and sales models used in stakeholder engagement literature; this article argues that individual sales skills are also important.
I propose that assurance is the next big topic in programme and project management. I am reading more about it, customers are asking about it (though not yet for it!), and we have just finshed a new qualification for people doing project and programme assurance with our partner Aspire. The catalyst for this article is an excellent white paper from our partner Bestoutcome on the importance of Gateway reviews for assurance.
In a recent Prosci article the author provides useful questions to elicit the value of doing people change on top of a delivery project. I also find that many people in the project world just don’t get the ‘change’ bit. A large multinational company I have talked to wants to do programme management; but still call it ‘coordinating a number of projects’. They don’t see that the difference between a project and a programme is people change. Click here to learn about the difference
In a recent blog posting on HBR Nick Tassler wrote about three myths he has found in strategic thinking. I thought these ideas have just as much relevance for Managing Change. These three myths help to focus on doing the right things to make a difference with the resources available — sound familiar? Yet look around you, are you really focussed on making a difference or is there some ‘make work’ in there as well? My recent experience at meetings and consulting with a local authority have again awoken my awareness of the pervasive Parkinson’s Law.
A recent email from Prosci about their 2013 survey (results published this year) lists the top seven contributors to change success. This is probably the most important result from the survey and the most widely reported. Top of the list, again, and by a large margin is ‘active and visible executive sponsorship‘. There are some changes in the other contributors. All have been re-written to make them more compelling. I notice that dedicated change management resources and funding has moved up the list.