Less effective as change manager if you dropped below radar

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Reference no: EM131438215

1. How would you describe your role as a change manager using the terms introduced in this chapter: champion, soul-of-fire, quiet leader, positive deviant, disruptive innovator? How is this reflected in your behavior? Would you become more or less effective as a change manager if you “dropped below the radar”?

2. How effectively do you use your informal net-works to drive change in your organization? How could you develop and make better use of those networks?

3. Do you feel that you have the resilience required to operate effectively as a change manager? If necessary, what steps can you take to maintain and to strengthen your resilience?

4. As a practicing manager, you probably already have most of the required capabilities of the change manager. But how do you feel about using intimidation to motivate others to change? Are there circumstances when this would be appropriate in your organization?

5. Are you politically skilled? Do you use political skills to advance your change agenda? Who are the other “politicians” in your organization? Are you able to manage their support, and to block their attempts to interfere with your change agenda?

Reference no: EM131438215

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