The sunshine at the end of May brought smiles to the faces of the leaders in Leicester who attended an event on new and innovative ICT in learning and education. Leaders and teachers jumped at the opportunity to try out the creative tools to enable interactive and fun learning for all ages! There was something for everyone and ideas on how to re-energise learning events surged forward.
The best planned Mergers with comprehensive integration programmes still require continuous interventions at all levels of the organisation to deliver the desired results of one harmonious establishment driving for success.
A large construction company in the Middle East merged with global leader in the market two years ago. Company induction days were run within weeks of the merger allowing employees the opportunity to meet the international leaders and to discover the new culture of the company. A few months later they were participating in Company values days and experiencing firsthand what it meant to deliver value to its customers and shareholders.
Today the market is fiercely competitive, there is over demand for the product causing a price war among the 20+ competitors. It is crucial that the company uniquely differentiate themselves. One of the key advantages they have over their competitors is their global strength. To leverage their position every employee from plant operator, sales manager to delivery driver must exhibit the qualities of a global player.
Capacity2learn will support the company in Pakistan to achieve the next step change; by 2012 every employee will exhibit the traits of an International Organisation in all aspects of the business operation.
Client visit to an historic mosque in Lahore, Pakistan
Any change effort is likely to face a few change resisters. Unfortunately, even if these resisters are few and far between, they can quickly erode momentum and stop change in its tracks. Here are four tools to help you get people on board.
1.Cold, hard facts. Use evidence to show that change is necessary and possible. Get your facts from multiple sources and be diligent about details; even a small error can discredit your case for change.
2.Counter-arguments. Know what your opponents are saying and be prepared to acknowledge their concerns and offer a compelling argument for your case.
3.Big picture. In the short term, change is uncomfortable. Look at the big picture and explain why the change is the right move for the long term.
4.Repetition and pressure. Stay on message, repeat your best arguments, and apply the necessary pressure to turn the change-averse around.
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Don’t assume your high performer knows how good she is. Instead, use these three tips to give her the feedback she wants and deserves:
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