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My new book: Managing Your Team Through Change

http://www.changinghats.co.uk/index.php/component/k2/item/78-a-new-book-managing-your-team-through-change

Tuesday, 02 December 2014 18:24. My new book: Managing Your Team Through Change. Written by Richard Newton. Be the first to comment! Middle management is a really unfashionable topic. But to run an efficient organization it is critical to help middle managers fulfil their roles. My book sets out to do this, in the specific context of change. Team leaders: the missing audience. This book is a result of a set of observations I have made during years of working on change programs. I have worked as a tea...

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What is the point of change management?

http://www.changinghats.co.uk/index.php/component/k2/item/80-what-is-the-point-of-change-management

Friday, 16 January 2015 09:04. What is the point of change management? Written by Richard Newton. Be the first to comment! Are you involved in change management? Do you take part in conversations about change management? Do you ever find yourself questioning what exactly change management is? It can at times seem like a rather vague discipline to get your head around. Change management is an increasingly mature discipline with, for example, codified competency and organizational maturity models from grou...

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The Last Book

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Saturday, 02 August 2014 09:29. Written by Richard Newton. Be the first to comment! A few weeks ago, I sent the manuscript of my latest book to my publishers, (and writing this book is one reason I have not been posting so much recently sorry! There is still some way to go with eBooks. Diagrams and complex tables can be difficult, and if you must constantly flick back and forth between different sections of a book for example when you are doing research or studying, the physical format can still be b...

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Stakeholder Engagement: start with the team!

http://www.changinghats.co.uk/index.php/component/k2/item/73-stakeholder-engagement-start-with-the-team

Monday, 09 June 2014 12:04. Stakeholder Engagement: start with the team! Written by Richard Newton. Be the first to comment! I spend my life involved in projects, programs and change initiatives. A part of most of these initiatives is doing some form of stakeholder management. The aim is to engage stakeholders in the work of the program, to get their support in achieving the program goals and in accomplishing sustained change. I have come to realise that stakeholder management is like charity. When you e...

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Aren’t we just talking semantics?

http://www.changinghats.co.uk/index.php/component/k2/item/72-aren-t-we-just-talking-semantics

Wednesday, 21 May 2014 13:54. Aren’t we just talking semantics? Written by Richard Newton. Be the first to comment! Have you ever been in one of those meetings in which the whole conversation revolves around definitions? Occasionally these sessions are explicitly set up as an exploration of definitions. More often a meeting becomes about definitions when someone says something like what do you mean by that or I don’t understand what you are talking about . Many words that have grown up in business contex...

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Monarchs and bishops: two shades of project governance

http://www.changinghats.co.uk/index.php/component/k2/item/77-monarchs-and-bishops-two-shades-of-project-governance

Saturday, 13 September 2014 03:34. Monarchs and bishops: two shades of project governance. Written by Richard Newton. Be the first to comment! Governance is not the most exciting topic. Conversations about governance often are dry and boring. Dull topics are the ones we tend to avoid. But governance is an important subject for anyone involved in projects. Decisions which relate to the direction and progress of the project. Let’s call this governance type 1. Which can be thought of as. Examples of governa...

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Best practice: scepticism and hubris

http://www.changinghats.co.uk/index.php/component/k2/item/89-best-practice-scepticism-and-hubris

Sunday, 09 August 2015 08:11. Best practice: scepticism and hubris. Written by Richard Newton. Be the first to comment! Like many people who post on LinkedIn, I am deeply interested in the development of leadership and management disciplines - how we can continue to make them better. One way we can improve the way we work is to identify best practices and then apply them more widely. And this seems to be a commonly accepted approach. I want to express a bit of scepticism about this approach. We should ap...

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Delegate, don't abdicate

http://www.changinghats.co.uk/index.php/component/k2/item/76-delegate-don-t-abdicate

Sunday, 31 August 2014 08:03. Delegate, don't abdicate. Written by Richard Newton. Be the first to comment! This is good advice. But like many simple pieces of advice it can be interpreted in significantly different ways. There are two styles of leadership which are often mistaken, which in reality are very different. Sometimes team members being led confuse the two. Sometimes it is leaders themselves who mistake one for the other. What am I talking about? The classic situation is when you find a problem...

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Throw the baby out with the bathwater?

http://www.changinghats.co.uk/index.php/component/k2/item/85-throw-the-baby-out-with-the-bathwater

Tuesday, 05 May 2015 09:52. Throw the baby out with the bathwater? Written by Richard Newton. Be the first to comment! I often act as a facilitator, working with teams to create a picture of the desired future state for their organization. This picture acts as the guiding light or vision for the change initiatives they undertake. How I ask it. At first, when you ask teams, afterwards, what should be the same , you may get little response. But with a few prompts such as really, you don’t mind if absol...

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Operating or transforming: what's your priority?

http://www.changinghats.co.uk/index.php/component/k2/item/79-operating-or-transforming-what-s-your-priority

Friday, 12 December 2014 16:23. Operating or transforming: what's your priority? Written by Richard Newton. Be the first to comment! Every so often, pretty much every organization embarks on transformational change. This title may be applied to a major program of systems, process or organizational change, or the transformation may be driven by something less tangible such as altering organizational culture. Whatever it is, the organization wants to be different in a significant way. Almost everyone accep...