DELIVER GROW
Deliver         Change          Grow

A recent report from the Charity Commission stated that trust in charities is the lowest it has been since it started recording this metric in 2005. The report, which is based on a survey of over 2000 participants, states that trust in charities is lower than that towards a stranger in the street. This statistic is shocking and worrying for the sector because the report identifies a clear correlation between trust and propensity to give. The report points to the need for c

At Deliver Grow we believe that everyone is capable of delivering effective change. All leaders have a vision for their team or organisation. Being able to translate that vision in to reality is the marker of success. All too often this translation is lost and projects falter or fail. There are many reasons why this happens and the anticipated changes don’t materialise. I’ve talked about this before here and here. Failing to implement change well wastes precious organisat

“This has genuinely helped me understand what I need to do and how I can manage my team through it”, “I feel so much clearer”, “thank you, I can see how I’m going to manage this now”. I will never tire of hearing comments like these from my clients. Knowing that I have made a positive difference; that I have helped; is what drives me to do my best work. It’s what gets me out of bed in the morning and leaves me fired up at the end of every day. I work with teams and organisa

If anyone asks me what the most important element of successful project delivery is, there is only ever one answer. Manage the people. It is of course people who deliver projects. It is people who block the progress of projects. It is people who get behind a change programme. It is people who resist it. Without energy, focus and attention on people the most beautifully crafted project plan, risk register or change control process is worth nothing. In project management p

"If the doors of perception were cleansed everything would appear to man as it is, infinite. For man has closed himself up, til he sees all things thro’ narrow chinks of his cavern." William Blake, The Marriage of Heaven and Hell This a profound statement on humanity but when I read it, my first thought was, this is why managing projects can be so hard. I appreciate that it probably says far too much about me that I would read a William Blake quote and think of project mana

Are you building an environment for engagement or resistance? Check this list of Dos and Don'ts to avoid feeding resistance to your cha

A round-up of successful change delivery posts, stage by stage.

Not sure where things are going wrong? Use the scapegoat model to identify and remedy areas of weakness in your project.

So often we have a clear idea of what we want to see change in our organisation but we just can’t make that first step. There can be all sorts of reasons for this. Chief among the culprits is just not having the capacity. The day job fills up every hour, you’re constantly fire-fighting or sand-bagging. You can see clearly what changes need to be made but for the life of you can’t see how you will make them. There are three options at this stage: Bury your head in the sand

By viewing our project managers as leaders of change we give them the authority they need to succeed.