CITI - partners in change » Commitment http://www.citi.co.uk Thu, 10 Dec 2015 13:34:49 +0000 en-US hourly 1 http://wordpress.org/?v=4.3.2 Director of wealth management in a bank was handed an unmanageable portfolio of work http://www.citi.co.uk/director-of-wealth-management-in-a-bank-was-handed-an-unmanageable-portfolio-of-work/ http://www.citi.co.uk/director-of-wealth-management-in-a-bank-was-handed-an-unmanageable-portfolio-of-work/#comments Thu, 14 Feb 2013 17:27:04 +0000 http://www.citi.co.uk/?p=4083 A newly appointed director of wealth management in a bank was handed an unmanageable portfolio of work. He attempted to gain agreement from the management team on prioritising projects. This proved to be impossible because of conflicting agendas and very differing views as to what was ‘important’. Working with the management team, agreement was gained on the prioritisation criteria whilst ensuring all involved had a common understanding about what was being done and why. This allowed for a significant ‘cleansing’ of the portfolio and acceptance of where scarce resource needed to be deployed.

]]> http://www.citi.co.uk/director-of-wealth-management-in-a-bank-was-handed-an-unmanageable-portfolio-of-work/feed/ 0 Why has the great, early commitment faded? http://www.citi.co.uk/why-has-the-great-early-commitment-faded/ http://www.citi.co.uk/why-has-the-great-early-commitment-faded/#comments Fri, 01 Feb 2013 16:04:01 +0000 http://www.citi.co.uk/?p=2968 Gaining commitment and maintaining impetus are fundamental to implementing successful and lasting change. After the initial surge of activity in creating the change vision there is a real risk that business-as-usual concerns will rapidly diminish our interest in, let alone commitment to, making the change. Continual reinforcement of what we want to achieve is required to make sure the individuals from the business stay engaged in the change. This requires a clear communications strategy translated into appropriate, localised directions for use by change leaders throughout the organisation, whether they are business managers or ‘people like us’ – local role models.

Things to consider
  1. Have you established a clear, shared vision for the change among all interested parties?
  2. Does the communications strategy cover the ‘breadth’ (involve all relevant areas) and the ‘depth’ (involve all relevant levels) necessary for long term commitment?
  3. Are you looking out for previously unidentified individuals and groups who need to be ‘on board’?
  4. Do you know how to communicate with each individual or group and how often?
  5. Are those impacted by the change empowered to contribute to the change?
  6. Does the communication feedback tell you what you need to know about how individuals and groups feel about the change? Is their commitment steady, rising or falling?
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