There are two basic ways to get people to do what you want: tell them and ask them. Actually, telling people is incredibly effective and works more often that you might expect. Tell is really the tool of the manager. I remember when I first became a manager (actually I received the badge of being a manager, it is not the same as doing management) the first question I had for my manager was: ‘how do I get people to do things?’ to which his simple answer was ‘just tell them’; it was my first lesson in effective communication! Unfortunately, a change manager is not a line manager so the tell option is not so effective and the ask option is much more likely to be used. How can a change manager ask people to change? The answer must be in the change manager’s ability to persuade people to change. Based on an article in the HBR by Robert Cialdini here are six Principles of Persuasion that can extend the persuasive powers of a change manager.
A major problem that every Portfolio, Programme, or Project Office (PMO) has is demonstrating added value that justifies its existence. This note explores the role that professional qualifications can have in addressing this issue.
Our awarded QCF credits (Qualifications Credit Framework) are ideal for toping up on continuing professional development (CPD) and can be used to apply for other post graduate qualifications such as Diplomas and Degree programmes.
The qualifications are offered in modules that are appropriate for both change professionals and strategic managers. They work well to evidence Investors in People and can be used to deliver consistency of approach across the tiers of an organisation.
C4CM™ qualifications in context: