God Gives Us Power

Travelling from Watford, to do a revival after my radio broadcast, the enemy was trying to bombard my mind with negatives. Saying your too tired, is this worth it, the church is not ready, there is no excitement and there will be no visitors. But the Spirit reminded me God will give you strength, He wants to do something great in and through you. He has promises and blessings in store for you that you haven’t even thought of yet. I let out a loud “hallelujah” and kept on driving. I arrived and the church was on fire – great singing and praising, and two people gave their hearts to God and will be baptised. Hallelujah!

The Scripture tells us that God gives us power… He wants you to live in abundance so that He can use you to be a blessing to others. When we are willing and obedient, we open the door to His promises. He will do great things for you and through you. In other words, when we live in excellence and integrity, when we follow the Spirit of God, we will walk in His blessing. Like a tree planted by the water, your leaf will not wither because you are connected to an unlimited supply line.

Today’s verse says that “He gives us the power to get… ” God gives us the ability. He gives us creative ideas and inventions, but we have to be diligent, do our part, and step out in faith, go against how we feel in the natural, and use what He’s given us. We have to sow seed in order to see the harvest that He has promised. Receive His power today and choose a life of integrity, so that you can move forward into the abundant life He has prepared for you.

“And you shall remember the Lord your God, for it is He who gives you power to get…” (Deuteronomy 8:18, NKJV)

Let’s Pray

Yahweh, thank You for giving me the power to live in abundance, and to move when I don’t feel like it. Father, I will be faithful to You and Your Word. I will stand on Your promises and listen to the Spirit. God, help me to be diligent and follow Your commands, please bless everything I set my hands to today, in Christ’ Name! Amen.

Armed For Every Battle

2 Misconceptions About Prayer

You have the ideas, the creativity and talent to be successful. You can overcome any obstacle through Christ. God has equipped you with everything you need to fulfil your destiny through His Word. That means you are well able to do what He has called you to do. You can accomplish your goals. You can fulfil your dreams! You’ve been armed with strength for every battle.

Friend, God is also working on your behalf. He has already gone ahead of you and lined up the right relationships and the right opportunities. You have everything you need to live the miraculous, victorious life God created you to live!

Today, if you’ll stay in faith, it’s just a matter of time; victory is on its way. Don’t settle where you are. Don’t have a weak, defeated mentality. Have the attitude, “I am anointed. I can accomplish my dreams. I can overcome any obstacle. I am empowered by the Creator, and I am thoroughly equipped for every good work that God has called me to do!”

“Every Scripture is God-breathed…so that the man of God may be complete and proficient, well fitted and thoroughly equipped for every good work.” (2 Timothy 3:16-17, AMPC)

Let’s Pray

Yahweh, thank You for equipping me for success. Father, I thank You for empowering me by faith. I know that through You I can overcome every obstacle. Help me to stay focused on Your Word and Your plan for my life. God, please help me to walk in Your anointing, so that I can do all You’ve called me to do. I bless You today, in Christ’ Name! Amen.

God Knows Your Secret Cries

God knows those things that you haven’t told anybody about. He knows the secret cries and petitions of your heart. He is aware of hidden dreams placed in you. Maybe you thought they would never come to pass, or maybe you buried them because they didn’t happen on your timetable. Maybe, in the natural, you have every right to give up on your goals and dreams.  

Don’t give up, be encouraged, God is still working behind the scenes! He still has a plan to bring those dreams to pass. All you have to do today is what Psalm 37:4 says, “delight yourself in the Lord” That word delight actually means to make yourself soft and pliable. It paints the picture of God as the potter and you as the clay.  

Today, allow God to mould and shape your character like the potter does the clay. Allow Him to direct your plans and ideas. Keep an attitude of faith and expectancy, Get excited about your future as you submit your ways to the Lord and open your heart to His leading, He will fulfil those secret desires and petitions of your heart! 

“Delight yourself also in the Lord, and He will give you the desires and secret petitions of your heart.”  (Psalm 37:4, AMP) 

Let’s Pray 

Yahweh, You said the path of the righteous gets brighter and brighter each day. Father, You said no good thing will You withhold from me if I walk uprightly before You. You also said because I delight myself in You, You will give me the secret desires of my heart. God, I thank You today for these promises, and for being in control of my life and knowing what I need for my future, in Christ’s Name! Amen.

I’m Going Further

What does it mean to be crucified with Christ?

Don’t you dare settle for a mediocre life! No matter what’s happening in your life today, you are not limited by resources or family background. God has equipped and empowered you. He has blessed you with creativity, ideas, inventions, skills and talents. Today, call forth those seeds of greatness within you! 

Today, go further and dream bigger, declare that your best days are ahead. Declare that you are going further than anyone in your family ever did, that you are going to dream bigger and live better. No one can put a curse on you when God has put His blessing on you. So, walk and live in that blessing by following His commands and stay fully committed to Him! 

“I can do all things through Christ who strengthens me.” (Philippians 4:13, NKJV) 

Let’s Pray 

Yahweh, thank You for blessing me and calling me according to Your purpose. Father, I receive Your Word which is a lamp to my feet and a light to my path. God, please bless me to dream bigger and go further in every aspect of my life. I declare I will hide Your truth in my heart, so I won’t sin against You, in Christ’s Name! Amen.

Leap Of Faith: How Writing A Faith Journal Will Deepen Your Devotion

A Faithful Guarantee

If you’ve never been in the habit of keeping a faith journal, you might think your meditative prayer and reading scripture has given you a strong spiritual life. But beginning your journaling journey can supplement your spiritual practices and make tangible much of the faith you’ve taken for granted. Staring a faith journal is a great way to track your daily prayers, the gratitude you feel for God’s gifts and offers new ways of exploring scripture. Take that leap of faith today.

1) Creative Prayer

A faith journal doesn’t have to be exclusively about writing. Color, shape and doodling – whatever takes your heart’s desire – can all have its place in your faith journal.

If your prayer is directed at someone special, it can feel exceptionally powerful to write their name and sketch a growing, colorful shape around it. Once their name appears on the page, glorified by color, you can write your prayer for them or simply think about it. But the prayer will have a physical manifestation that can strengthen it.

You can also sketch mandalas in a meditative way. These complex patterns of repeating shapes can be relaxing to sink into, and drawing and coloring them can become a form of prayer in itself. It’s your faith journal, so get creative!

2) Making Prayer Tangible

The time you spend in prayer each day forms a valuable foundation for your spiritual life and strengthens your connection with God. When this takes place in your mind it’s almost a meditative practice, and can often lead to a profound inner feeling.

Writing your prayers down can strengthen them further as the process of putting your thoughts into writing can make them more tangible. Through your faith journal you can pursue a closer connection to God, creating a concrete history of your prayers and devotion on any given day.

If you write in a stream-of-consciousness, letting the words flow out of you, you might be surprised at what you look down to read. New, deep ideas can turn up on the page without conscious effort. Alternatively, writing your prayers in bullet form can help you conceive of them more accurately and make them easier to review in the future.

3) Scripture Is Powerful On The Page

Strengthening your connection to scripture is a great way to explore your faith. We all have particular passages that speak to us, those that we come back to time and again to find peace in or contemplation amongst. Reading scripture is one thing, but journaling scripture can take your understanding of your favorite passages to another level.

Exploring the idea of a crossbook – a book that comes with printed scripture on one side of the page and a blank side opposite for your thoughts and notes – is a great way to begin your faith journal. You can underline and highlight the passages that speak to you on one side, while elaborating on how it deepens your devotion on the other. You’ll be on a path to wisdom and faith.

4) Track Your Holiest Behaviours

A faith journal can also function as a diary for all your holiest habits, letting you reflect on your past week or month and consider ways you can better manifest your faith in the future. You can record how many hours you spent volunteering, how your generosity manifested and how long you prayed for in your faith journal.

Having a record of these behaviours can make it easier to strengthen them as routine habits. All these practices have great spiritual value and your faith journal will encourage you to perform them more often.

5) Express Your Gratitude

There are many spiritual and psychological benefits to gratitude, yet if you don’t make an effort to express your gratitude it can often slip away without being recognized. Journaling gives you an example to record God’s gifts, ensuring that you value them for what they are.

Taking time out of each day to write down what God has brought you can make each day, no matter how hectic or stressful, seem a little brighter.

Amen

Keeping a faith journal has so many spiritual and psychological benefits and it’s sure to strengthen your relationship with God as well as developing a deeper understanding of his message. Get creative with your faith journal with colors, shapes and content. You’ll soon find out it’s a habit that’s hard to break.

Katherine Rundell is a spiritual writer at UKWritings.com and Academized.com services. She works with local church groups to inspire young people to explore their faith in new and creative ways. She is also a proofreader at Boomessays.com.

A Full Life

Secrets to success in life in 2019

God wants you to live a full and satisfying life. He wants you to enjoy the fullness of the earth and all of life’s experiences. When you open your mind to new things and new situations, you are broadening your horizons and opening yourself to new opportunities.

We get stuck in a rut, doing the same thing the same way all the time. But when we open ourself to new people and new ideas, we are making room for God to reveal Himself to us. We are making room for Him to work in our life. Make the decision to explore something new this week. Take a different route home from work. Try something new on the menu at lunch.

Today, be open to new people who may not necessarily look like you, or act like you. Let God direct and broaden your horizons. As you do, you’ll encounter new opportunities and live the satisfied, full and complete life the Lord has in store for you!

“The earth is the Lord’s, and the fullness of it…” (Psalm 24:1, AMP)

Let’s Pray

Yahweh, I open my heart and mind to You today. Father, I ask that You help me broaden my perspective, so I can experience the full life You have for me, in Christ’ name! Amen.

Beware of Your Preconceived Ideas

Not all preconceived notions are dangerous.

Some are. Some are very dark, hateful, judgemental ideas that are made without all the information. It could be caused by a single bad experience, secondhand information, or misinformation. Wherever it stems from, some preconceived notions are terrible, destructive ideas that only serve to tear down.

I discovered this week that I have had a preconceived notion, a preformulated idea about a piece of Scripture. I wasn’t wrong about my idea. I wasn’t distorting the Bible, but I was completely unaware, completely blinded to something that was there.

After I show it to you, you’ll most likely realize you did the same thing. We all have some preconceived notions about Scripture and need to be more aware of that.

SCRIPTURE

“Then he spoke his message:

“The prophecy of Balaam son of Beor,
the prophecy of one whose eye sees clearly,
the prophecy of one who hears the words of God,
who has knowledge from the Most High,
who sees a vision from the Almighty,
who falls prostrate, and whose eyes are opened:

“I see him, but not now;
I behold him, but not near.
A star will come out of Jacob;
a sceptre will rise out of Israel.
He will crush the foreheads of Moab,
the skulls ofall the people of Sheth.”

Numbers 24:15-17

MY PRECONCEIVED NOTION

Whenever I’ve read this passage, and yes, I have read through Numbers before, I have come to one conclusion.

This passage is about Jesus.

The prophet Balaam, hired to curse the nation of Israel, couldn’t do it. Instead, the Lord prompted him to speak words of life and promise. And in doing so, I thought, was speaking specifically about Jesus.

Jesus would be the star out of Jacob. It made sense. There would be a star that gave direction to the Magi so they could offer his worship (Matthew 2).

Jesus would be the sceptre to rise out of Israel. It made sense. While He didn’t come as a king or ruler on this earth, Jesus was, is, and forever will be the ruler over all things, sitting at the right hand of the Father (Revelation 1:4-6).

But is that it?

While I’m not wrong with that idea (and neither are you if you agree), that isn’t what the Israelites would have understood upon hearing or reading that passage from Numbers.

They would have had a very different understanding. Not a wrong understanding, but one that most Christians wouldn’t have thought of. Something that shows us just how powerful our preconceived notions are.

WHAT WE HAVE MISSED

From the pages of F.F. Bruce’s Jesus & Christian Origins Outside The New Testament, I discovered a different interpretation of the Numbers passage. It was held by a particular group of Jews, though possibly not exclusively.

While discussing this groups understanding of Messiah, and the criteria of, Bruce said this.

“The first [proof-text to validate their understanding of Messiah] is the Deuteronomy passage about the prophet like Moses with some associated passages; the second is Balaam’s oracle about the victorious ‘star out of Jacob’ and ‘sceptre of out Israel’ in Numbers 24:14-17, which originally referred to King David and so is appropriately reapplied to ‘great David’s greater son’...”

As soon as I read that, I put the book down. It wasn’t something I was reading for. It isn’t even what the book is about, but I was dumbfounded by what Bruce had said.

Balaam’s prophecy was about David…not initially Jesus.

It isn’t that the prophecy doesn’t apply to Jesus. It does. And this particular group of Jews, one that never came in contact with Jesus, totally believed that the Messiah, or one of the Messiahs, would fulfill this prophecy. But Jesus was not the first answer to “Who is this prophecy about?”

21st century Christians, while we are right in our conclusions, our preconceived notion of Balaam’s prophecy, we are also blinded by it.

CONCLUSION

We need to be aware. We need to consider the fact that our preconceived notion may not be right, or may not be the first right answer to questions from the Bible.

We aren’t necessarily wrong, but we may be overlooking interesting and important truth because we are “sure” we know the right answer.

As we read the Bible, we should feel free to ask what else could the Scripture be saying. How else could this be understood, by the original audience, by the first generation after that, or even the people that lived in the days of Jesus? There may be things that we are missing.

Beware of your own preconceived notions.

This article first appeared on Christian Thought Sandbox.

Politics and Project Management, a Lesson in Leadership

We all know that the more power you have, the better you are able to get the job completed. The problem is most project managers have lots of responsibility, but hardly any authority and since most projects exist outside core business structures, they are forced to develop other methods of influence.

One unspoken evil that is often ignored on project management training courses is the politics of project management. While most of us view politics with disgust; there is no refuting that effective project managers are often seen as those who are equipped and able to employ fitting political strategies to further their project goals. 

“In a Perfect World the Best Workers Would Be Promoted on Merit Alone and the Best Ideas Would Be Adopted Regardless of Personal Interest – but We Do Not Live in Utopia”

Have you ever included ‘office politics’ as a risk on your risk register? Probably not. Though, consider the potential implications of ignoring the ugly stepchild of project management?

“The Objective of Office Politics Is to Manipulate a Situation in Order to Achieve an Outcome That Will Benefit One Individual or Group at the Expense of Other Individuals or Groups.”

While it is unlikely that ‘office politics’ would be listed directly as a risk on your risk register, it is quite likely that one or more of the outcomes of it would. As a result, if you want to survive and prosper in the real world you need to combine good work with smart politics to ensure your own success and that of your projects. The biggest mistake a project manager can make is to assume that politics in project management doesn’t exist. After all, politics is human nature and has played an integral part in history since the dawn of civilization.

In a group where working interactions are fraught with tension and individuals have their own personal agendas or want to be “top dog” personal conflicts will often get in the way of the project aims. Issues between members of the team become the over-riding concern both for the individuals afraid and sometimes even the project manager. Meetings can consist of jostling for power or simply trying to justify your position and when that happens progress on the project will undoubtedly suffer.

For most project managers, playing politics is a form of slow, soul-destroying torture where logic, self-control, transparency and trustworthiness are replaced by deception, concealment, and sabotage. However, ignoring the external and internal politics surrounding your project or organization is dangerous. Successful project managers need to understand organizational politics and how to make them work for project success.

In the case of project politics you can use these key techniques in a constructive manner:

Carefully Manage Your Own Conduct

  1. The first rule is to at all times act in a way that commands respect and beyond that, respect others. That means not gossiping, spreading rumors or getting sucked into interpersonal conflicts and arguments. Maintain your honesty!
  2. Be positive as a positive outlook is a choice that you can always make and remain professional. 
  3. Be confident and firm but not hostile and make sure you take organizational perspectives, not a personal one when voicing objections or giving criticism.
  4. Always assume things will be disclosed, so don’t rely on confidentiality.
  5. Over time you will learn what works in your organization’s culture and what doesn’t. Try to watch other people and identify successful behaviors that you can model to navigate the political minefield.

Review the Organization Chart

  1. Sit back and watch for a while. Identify the real influencers, those who are respected, champions, those who have authority but don’t use it, the mentors and last but not least the true brains behind the organization. Then re-map the organization chart in terms of political influence as politics will often bypass the formal organization chart.

Understand the Social Network

  1. Once you know who’s who in the organization, you have to understand the social networks. This involves identifying who gets along with whom, groups or cliques that have formed and ongoing interpersonal conflicts. Over time you will learn who has the most trouble getting along with others and the basis for the interrelationship whether it be friendship, respect or manipulation, including how the influence flows between all parties.

Build Good Relationships

  1. Now you need to build multiple networks but avoid aligning yourself with one group or another this way you can keep your finger on the pulse of the organization.
  2. Don’t be afraid of politically powerful people and instead, develop relationships that cross the formal hierarchy in all directions.
  3. Build your relationships on trust and respect and avoid empty flattery.

Use Your Social Network

  1. You will need to learn to use your social network to stay clear of negative politics. You can do this through positive political action.
  2. Use your network to gain access to information, build visibility of your achievements and improve difficult relationships.
  3. Attract opportunities where you can shine and seek out ways to make yourself, your team and your boss look good.

Counteract Negative Play

“The Expression, Keep Your Friends Close and Your Enemies Closer” Couldn’t Be Any Truer When It Comes to Office Politics.”

  1. Your mapping of the organization will help you to identify those people who use others for their own political purposes, and not for the common good. Know that these people typically have low self-worth (that’s why they rely on destructive politicking to get ahead). Always be very careful what you say to them.  Understand what motivates them, their goals, and how to avoid or counter the impact of their politics
  2. Remember loyalty is not a reliable factor in the workplace!

“It is easy to become a target if you’re ambitious or if you strive for change. One of the biggest mistakes we make in our career is to assume that everyone likes progress. This is not true’Å —’Å many are content with the status quo and will defend it with their life.”

Projects are rarely easy and office politics can compound other sorts of problems that arise so they need to be dealt with swiftly and firmly. 

The New Day: How Should I Think About My Failures?

Gratitude Attitude 2017 #22

Everyone wants to be a success. I have never met anyone who purposely set out to be a failure. Undoubtedly, this is why so much has been written on the topic “How to be a Success” and why these books are so popular.

However, The New Day daily newspaper closed just nine weeks after launching, Trinity Mirror confirms.

The New Day was a British compact daily newspaper published by Trinity Mirror, launched on 29 February 2016. It was aimed at a middle-aged female audience and was politically neutral. The editor, Alison Phillips, intended readers to get through the newspaper in under 30 minutes.

The new paper was initially available for 25p for two weeks, then rising to 50p.  Two million copies of the New Day was  given away on the first day, as the turquoise-branded upstart attempted to spark a revival in readership and gain ground against the mid-market Mail and Express offline.

Arrogance about their own ability to rescue a situation can prevent leaders from changing course

The New Day had no leading articles, no website, and columnists  and believed it could successfully  drag readers back to print?  The sad truth is that it did not attract enough attention and  failed to create  a daily newspaper that could  co-exist in the  digital age, especially as tabloids and broadsheets continue to  suffer a significant circulation decline.

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Shareholders at Trinity Mirror’s annual meeting called the failure “demoralising”. Analysts said it was “embarrassing”.

Assume for a moment that the leaders of The New Day  had no idea  about the changes swamping the print media as a result of the digital revolution,  and carelessly  decided to invest  millions into the venture without undertaking a risk assessment and  also decided to  ignore every indication that the paper was failing.  That would have been embarrassing and demoralising.

However, the leaders decided to fail quickly and  shut down the project they  started.

Abandonment is a rare, difficult and a valuable management skill. The natural instinct of most people is to persist, particularly  when the project is a collective commitment, as most corporate ventures are,  but then  it becomes even harder to hit the red “stop” button.

The New Day’s editor, Alison Phillips, said in a statement posted on Facebook that the team “tried everything we could” but were unable to reach the figures needed to make it work financially.

We dread failure. We don’t like talking about it. Some of us will internalise and rethink our failures in our heads time and time again. Others will swipe them away, moving onto the next thing immediately. In the public, we prefer sweeping our failures under the rug, silently, while nobody is watching.

While this might save our feelings momentarily, this is not the way learn and innovate.

the new day

According to Albert Savoia – ex Googler and innovation expert,  most project innovations will fail.

“Most New Things Will Fail – Even If They Are Flawlessly Executed.” – Albert Savoia – Ex Googler

Does this mean you should stay away from trying new things (and failing in the process)? Certainly not. It just means you need to accept failure will inevitably be a part of the process.

In most cases, however, a combination of arrogance about personal ability to rescue the situation and blindness to the lengthening odds of success stops  leaders from changing course.

The natural lifespan of most projects is finite, and the rarities are companies that survive.

The Art of “strategic Quitting” Will Become More Important as Careers Fragment and Companies Exert More Discipline

So if an idea is doomed, organisations usually treat the person who pulled the plug  early on as a hero right? Not exactly, it’s complicated.

Roy Greenslade, Professor of Journalism at City University London, wrote a report in The Guardian explaining how The New Day had failed. He pinpointed the error of marketing a newspaper to people who inherently despise  newspapers, and the short period of time  between the announcement and launch, leaving  no  time to advertise the product. It was also published early in the evening  thus missing out on late-night breaking news such as Leicester City F.C.’s shock win of the Premier League.

“Nothing so powerfully concentrates a man’s mind on innovation as the knowledge that the present product or service will be abandoned in the foreseeable future.” – Peter Drucker

The first thing the Bible wants to say is that all of us have failed. None is without failure. If you think you haven’t failed, two things are true of you. One is you are blind to your failures and the other is you probably haven’t taken enough risks to try enough hard things so that you would be aware of your failures.

Peter Drucker’s influence on business management is legendary.  Peter  realised  that “systematic abandonment”   a regular, unsentimental spring-clean is critical to the fostering of new business ideas.

Conclusion,  every organization needs to have a regular “rummage sale” to determine which products, services, and programs are worth keeping and which ones must be abandoned.

 

Professor Pavel Matousek – Laser Man

Using micro-SORS for non-destructive analysis of painted layers in Art

Professor Pavel Matousek – Laser Man
Professor Pavel Matousek – Laser Man

Professor Pavel Matousek, a Science and Technology Facilities Council (STFC) Senior Fellow and Chief Scientific Officer of Cobalt Light Systems Ltd, has pioneered revolutionary techniques for analysing the chemical composition of materials and co-founded a highly successful spin-out company. He has helped develop and commercialize award-winning laser technologies that detect liquid explosives at airports, rapidly check the quality of pharmaceutical products, and that may one day non-invasively diagnose breast cancer. Pavel states:

“I Am Very Excited about What I Do and Driven to Answer Questions in Front of Me, Unravel Complex Problems and Deliver Something Useful to Society.”

STFC science writer James Doherty meets the Laser Man.

Pavel, what first got you interested in physics?

I became fascinated by the stars and Universe while growing up in the Czech Republic. I joined an astronomy society at secondary school and it became clear I wanted to study physics. I got very interested in laser physics during my MSc at the Czech Technical University in Prague. It is a very dynamic field.

When did you arrive at Rutherford Appleton Laboratory (RAL)?

I joined as a research associate in 1991, and went on to complete my PhD in ultra-fast Raman Spectroscopy at RAL, awarded by the Czech Technical University. I’ve been here almost 25 years to the day.

So what is Raman Spectroscopy?

It is a technique that involves shining a laser beam at the surface of a material, and then observing the colour of light scattered from the point of illumination. This typically provides information about the chemical composition of the material’s surface. C.V. Raman observed the effect in 1928 and subsequently won a Nobel Prize.

You pioneered a technique called Spatially Offset Raman Spectroscopy (SORS): What is it and how does it differ from normal Raman Spectroscopy?

“We couldn’t have developed the SORS technique without the instrumentation and long term research continuity available at the Central Laser Facility at RAL”

SORS is a technique that we stumbled across in the Ultrafast Spectroscopy Laboratory (ULTRA) by chance. We had assumed that photons could only be detected at the illumination point but we were wrong. Some photons migrate sideways through the material then emerge adjacent to the illumination point. As these photons have interacted with molecules deeper inside the medium, they provide information about internal chemical make-up: SORS probes deeper into the material. And the further you move from the illumination point, the deeper you see into the medium. The process

involves large photon migration distances, often extending to several centimetres or more. This came as a big surprise.

“SORS involves probing at one location and detecting at another. Our minds, and those of others, were constrained by our perception of how the Raman Spectroscopy process worked but once we made this serendipitous discovery, we quickly realised it had potential major applications.”

What kind of applications?

“The Range of Potential Applications for Sors Is Staggering.”

We immediately realised SORS could determine the chemical make-up of substances by non-destructive means. This could have applications in bio-medicine, chemistry, security, forensics, heritage, and beyond. But we first focused on pharmaceuticals, and developed novel ways for analysing the chemical make-up of manufactured drugs.

We swiftly filed 8 patents, which became the basis of our company Cobalt Light Systems.

Cobalt Light Systems is perhaps best known for its airport security scanners. Can you describe how these work and their impact to  passenger travel?

Security scanners represent the second generation of technology developed by Cobalt. To date there are around 400 operational units in 70 airports across Europe and Asia. They are used to scan traveller essentials, such as medicines or baby milk, and compare their chemical make-up to a database of potentially explosive substances. Suspicious substances are automatically identified and flagged. For example, the technology avoids passengers having to drink liquids (e.g. baby milk) in front security officer to prove they are not dangerous, which is clearly safer and more hygienic. It has also contributed to new legislation, and is expected to lead to a relaxation of the complete ban of taking liquids on board a plane in the future.

The scanners are currently the size of a microwave oven but right now we are launching a SORS handheld device. This should have further applications for first responder teams called to spillages of unknown substances and fire fighters attending chemical fires.

Pavel Matousek Pioneered a Technique Called  Spatially Offset Raman Spectroscopy (SORS)

How did STFC help with this process?

First off, we used instrumentation at STFC’s Central Laser Facility to demonstrate the basic capability to detect the SORS subsurface signal. Once we made the discovery in 2004, we worked closely with STFC’s Technology Transfer Office SIL (formerly CLIK) and Business and Innovations (BID) to develop, optimise and protect our ideas. There was a complex path to navigate from discovery, to optimising SORS, building a prototype, and ultimately to securing investment in 2008. BID/SIL coordinated the company at all levels and provided the support necessary to achieve this goal.

“My story illustrates the national and international importance of STFC. If its determination to deliver impact on science was absent, the chain from a fundamental discovery to Cobalt Light Systems’ product would have been broken. STFC responded appropriately at every stage. And this is just one example of how STFC contributes to the UK’s know-how economy.”

What are you working on currently?

I’m focused on developing novel non-invasive medical screening techniques, including diagnosing bone disease such as osteoporosis (jointly with STFC’s Prof Tony Parker and University College London’s Prof Allen Goodship), and I’m working with Professor Nicolas Stone of Exeter University on non-invasive breast cancer screening.

In addition, I’m collaborating with Consiglio Nazionale delle Ricerche in Italy to apply the SORS technology to objects of art on microscales. For example, we can scan different layers of paint to determine compositional information essential in restoration and preservation of artefacts.

How will the medical applications benefit patients?

Patient benefit could be enormous. Current diagnosis techniques for osteoporosis are around 60-70% accurate as they sense only mineral content. SORS on the other hand has a high specificity for mineral and collagen content – both of which determine bone strength – and so holds considerable promise for providing improved diagnostic accuracy. SORS could also be used to classify breast or prostate tumours as malignant or benign without needle biopsy. This would reduce patient stress and save medical provider costs.

However, medical problems are challenging as the human body is complex and variable. These applications are probably still 7-10 years away.

Why do you do this research?

This is where my passion and interest lies – I’m very excited about what I do.

“As You Push the Boundaries of Technology and Make New Discoveries, the End Goal Always Changes. This Is the Nice Thing about Science.”

A Day in the Life of a Project Manager

Managing Daily Routines: A Day in the Life of a IT Project Manager

We all know that project managers are responsible for managing projects through to completion while remaining on time and within budget, but how exactly do they do it? What does a typical day look like for a project manager?

Here’s a sample of what a typical day might look like for a project manager.

The Early Bird Gets the Worm, Success Comes to Those Who Prepare Well and Put in Effort

8.30  am: Starting the day
After settling in for the day’s activities, it’s time to plan out the day. Start up the computer, email clients, draft team schedules, organize time sheets and  create the to-do list.

To-do lists help managers and their teams stay on track. If a manager notices that one team member has yet to deliver an assignment, they can address this issue first thing in the morning; otherwise, delays can build up and affect the project. Likewise, lists help managers see the next course of action for projects.

9:15 am: Time to get moving

Efficiency is a must and there is no time to be wasted in project management. After a quick review of project plans and to-do lists, the manager must be prepared to get his team moving right away.

Round up team members, review the project’s current position and emphasize the next course of action. In order to get the team moving on assignments, strong project managers set deadlines throughout the day.

Morning team meetings are also necessary to make sure each member understands the project and their assignments. It’s also a time to answer any questions for clarity or to get feedback or concerns from individuals.

While daily group meetings can be important, they are not always necessary and can be counter-productive. If the team is on the same page and everyone is ready to tackle the tasks of the day, spend a short period re-grouping so that the team can get on and complete their assignments. There’s no need to spend hours planning and reviewing.

10 am: Meetings, meetings, meetings
More than one project manager will be  more than likely  in the office  and they will all need to work together for the benefit of the programme. This is why meetings with other managers and higher ups are necessary in a project manager’s day.

Meetings allow each project manager to go through the status of their respective projects and to track the weekly schedule and other deadlines. It is also a time to address any business-critical tasks that might come up.

It’s worth considering that only 7% of communication is spoken. The other 93% is made up of tone (38%) and body language (55%). So although facts and figures are easily communicated via email, letter or phone, an actual discussion or negotiation is best handled where you can see the other person and therefore are able to see for yourself what their tone and body have to say on the matter.

10:30 am: Tackling the small stuff
Meetings will be on and off throughout the day for project managers, which is why it’s important to tackle the small tasks in between appointments. Small tasks include wrapping project reports, booking future meetings, answering correspondences with other colleagues, reviewing items and team reports among other things.

It’s also important to schedule post-mortem meetings with the project team  to review the success of  projects  in order  to apply any  lessons learnt to future projects.

11 am: Project kick-off meeting
When one project ends, another begins, which means it’s time for yet another project kick-off meeting. Kick-off meetings can take on various forms, depending on the type of business. However, they all share the same basic needs.

Every individual involved with the new project should be in attendance and have the latest version of project specifications in written form. As project manager, it might be wise to send this to team members several days before the kick-off meeting to ensure everyone has time to review.

During a kick-off meeting, it’s important to review the overall goals for the project, both commercial and technical details, break down functional requirements, and spend time for discussion and questions. By allowing team members to communicate questions and share ideas, it opens the lines of communication and may bring up potential concerns that might have been missed in the initial planning stages.

Conclude kick-off meetings with a definition of the next steps and be sure individuals are aware of deadlines and their assignments.

11:30 am: Reviewing project specs, budgets and scheduling submissions
Other important tasks to tackle in between meetings include reviewing specifications and budgets and schedules for future projects. If a project begins that day, now would be a good time to  apply the  finishing touches to the project documentation before presentation and approval.

When it comes to establishing project estimates and budgets, a project manager must bring all of his experience into play in order to create a realistic budget that includes wiggle room for factors such as project complexity, team experience and skill levels, stakeholders involvement, time needed, third-party services needed, and contingency allowances among many other things.

It’s Not Easy to Squeeze in a Lunch Break, but It’s Often Necessary for the Project Managers Health and Sanity

12 pm: Lunch
In the midst of the seeming chaos that is project management, be sure to fuel up for the rest of the day’s work. Lunch is also a great span of time to check in with team members to make sure they are still on target for later-day deadlines.

2 pm: Launching the next project
After digesting lunch, it’s time to launch the next project. Get the whole team ready to go live and present the project to the client and begin testing aspects of the project in a live environment. It’s a time to spot problems and address them and review schedules and deadlines and other project needs.

3 pm: Time for everything else
The final two hours in the office are spent addressing everything else on the project manager’s plate. A project manager must be good at multi-tasking and whatever duties couldn’t be accomplished throughout the day are reserved for the final hours. Most of the time, lower priority tasks are reserved for afternoon hours. These tasks could include project update meetings with various departments, logging finances, reviewing monthly project schedules, approving time sheets, writing weekly reports, sorting purchase orders and communicating with suppliers. There are so many other small to-do list items that project managers are responsible for, but are often overlooked.

Spending Time at the End of the Day as Well as the Beginning to Review and Plan Will Only Help You Succeed as a Project Manager

5 pm: Review the day, plan for tomorrow
Before heading home, review the day’s list and what’s been accomplished. Anything that has been added or was left unfinished should be scheduled for the next day or sometime throughout the week. Reflect on your team’s work and clear the email inbox. Use a filing system that makes sense for you and be ruthless about deleting stuff. The beauty of an empty inbox is a thing to behold. It is calming, peaceful and wonderful.

‘Creation From Catastrophe’ a New exhibition looks at how architects are doing more to prepare us for disaster – but is it enough?

Out of the ashes rises great opportunity. That is the theme of the new exhibit “Creation from Catastrophe — How Architecture Rebuilds Communities” at the Royal Institute of British Architects. Featuring a number of impressive projects dedicated to rebuilding communities after a disaster, the exhibit explores the evolving relationship between man, architecture, and nature.

In an interview with Dezeen magazine, curator Jes Fernie said the exhibit reveals an “expanded idea of what architecture is and what architects can do.”

From Floating Schools to Unseen Plans for an Alternative London, a New Exhibition Showcases the Good, the Bad and the Ugly Architectural Responses to Urban Disasters

The exhibit, which opened on Jan 27  and runs through April 24, spans nearly four centuries riddled with successful disaster relief projects. It features designs for rebuilding after London’s Great Fire in 1666 as well as plans for water communities in Nigeria, which could be affected by unpredictable coastal water levels in Africa’s near future.

Here are five other unique projects you can follow up on when visiting the Catastrophe exhibit this spring:

The Reliance Building
The Reliance Building

1. The Reliance Building, Atwood, Burnham and Co., North State Street, Chicago, 1890-1895
While devastating, Chicago’s Great Fire of 1871 paved a new way for architectural design. Considered by many to have birthed the Chicago School architectural style, the disaster also led to a new type of architectural design: the skyscraper.

In an effort to create fire-retardant buildings, designers utilized tools such as steel frames and sheet glass coverings. The Reliance Building, constructed by Atwood, Burnham, and Co, is one of the first post-fire buildings that fathered a design very similar to the modern day skyscrapers we know.

Nepal Project by Shigeru Ban Dezeen
Nepal Project by Shigeru Ban Dezeen

The Architect Bringing Cheap, Super-Light Disaster Shelters to Nepal
The Architect Bringing Cheap, Super-Light Disaster Shelters to Nepal

2. Housing for Nepal earthquake victims, Shigeru Ban, 2015
Simple, traditional homes in Nepal were the ones that withstood the catastrophic earthquake in 2015. As a result, Pritzker Prize-winning, disaster-relief architect Shigeru Ban designed housing structures for the victims.

Ban’s modular housing concept is modelled on the traditional homes that survived the earthquake. His design uses wood frames for the structure, cardboard tubes for the truss system of the roof, and debris from the disaster as infill for the wall. Thatch and plastic sheeting provided an extra layer of protection on the rooftop.

Women’s Centre in Darya Khan
Women’s Centre in Darya Khan

3. Women’s Centre in Darya Khan, Pakistan, Yasmeen Lari, 2011
Pakistani architect Yasmeen Lari (the first woman architect in Pakistan) showcases architecture’s role and influence in society. Throughout her career, the 75-year-old designer has built over 36,000 homes for earthquake and flood victims throughout Pakistan. She is also the founder of Heritage Foundation of Pakistan, which allows architecture students to train local residents to rebuild their homes and communities after a disaster using natural resources like bamboo and mud.

One of her well-known projects includes the Women’s Centre in Darya Khan, Pakistan. Lari holds a deep affection for Pakistani women, who are typically displaced and struggling with the care of their children following a natural disaster. The layout allows women to unite and socialize and keep their children safe. And in the event of a flood striking, the first floor is high enough so that waters cannot reach it.

Sustainable post-tsunami reconstruction master plan for Constitución
Sustainable post-tsunami reconstruction master plan for Constitución

4. Post-tsunami sustainability plan for Constitución, Chile, Elemental, 2014
After 2010’s deadly earthquake shook the coastal cities of Chile, plans for rebuilding and protecting cities like Constitución became a priority. In an effort to work with nature and the community, Pritzker Prize-winning architect Alejandro Aravena’s firm Elemental, proposed the intriguing method to plant more trees along the coast to absorb waters and prevent flooding.

The idea is that there is an opportunity to do something that would have long-term positive impacts, rather than a temporary fix that might be ruined by another major earthquake or tsunami in the area. The project will hopefully address short-term needs as well as potential long-term problems.

Ideas for rebuilding Hoboken, New Jersey after Hurricane Sandy.
Ideas for rebuilding Hoboken, New Jersey after Hurricane Sandy.

Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy

Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy
Resist. Delay. Store. Discharge. A Comprehensive Urban Water Strategy

5. Rebuilding of Hoboken, New Jersey after Hurricane Sandy, OMA, 2012
Following the disastrous Hurricane Sandy that struck the Northeastern United States in 2012, about 80 percent of Hoboken, New Jersey homes were flooded, leaving the community wondering how to rebuild itself with an emphasis on flood defense.

That’s when Dutch architect Rem Koolhaas’ firm OMA offered a solution that would combine hard infrastructure and soft landscaping, integrating coastal defense and natural drainage to protect against future flooding. The ideas between OMA’s and Elemental’s projects are very similar in that they look to work with nature rather than avoiding it.

Fernie told Dezeen that OMA offers a multi-pronged approach: resist, delay, restore and discharge. It acknowledges the complex water system and works with it, he said.

The Good, the Bad and the Ugly of Project Management for Christian Leaders

It’s Monday afternoon at the office. The week has only begun, but you’re already swimming in a sea of memos, spreadsheets, and schedules. Just as you’re daydreaming about what leftovers you might reheat for a late dinner, your boss pokes his head into your office. He or she mutters something about quotas and deadlines before he or she drops the bomb about a “little project” he or she needs you to complete by the end of the week. And just like that, you know you’ve been handed a nightmare but for whatever reason accept the challenge.

“According to the Cranfield School of Management in the Uk, 68% of Projects Are Destined for Failure Before They Even Start.”

The lack of project management training or experience of many Christian leaders can be an enormous stress factor for them. Whilst natural organizational ability is enormously helpful, in itself it is no guarantee of any project being both successful and low stress.

What is a  nightmare project? It’s something we’re all familiar with. The boss assigns us some vague task and a deadline but leaves the means to a solution up to our creative intellect.

So how do you solve  the problem of this dreaded “project”?

1.             Understand the scope of the project  

First things first, create a list to layout your ideas on how to go about the job at hand. Write out questions you might have that need to be answered, people you might need to work with or talk to in order to understand what work must be done.

Without fully understanding what work must be done, it is impossible to accurately estimate a project’s schedule or budget.

After creating a list, share your ideas with colleagues. Work with peers who have the same goal and share the same work ethics as you. Too often, when faced with an unrealistic project, we tend to work with just about anybody who wearily agrees to have their name on board. The enthusiasm of a new project quickly fades when actual work is needed. Instead of “How can I help?” were met with “I’m busy right now” and “Can it wait until next week?”  The sponsor, project manager, and project team must share a common understanding of the scope of the project.

2.             Get estimates from the people who will be doing the work

To avoid the stress of friendly fatigue, create a solid plan of action with your co-workers. Assign duties and responsibilities and set a deadline for each task.

4.             Re-estimate as soon as you realize an estimating assumption was wrong

Don’t get discouraged if people and other things fall through. Even though it’s frustrating with the broken promises, missed deadlines, mistakes, and poor quality outputs. As soon as you realize a mistake was made, assess the impact and re-estimate the project.

“Unfortunately When Project Managers Spend the Majority of Their Time Trying to Achieve the Unachievable, the Result Is Frustration and Potential Burnout.”

But say you’ve followed those steps and were able to remain positive throughout this grueling week. You completed the assignment, whether enthusiastically or completely drained of all energy, only to be told the higher-ups decided to go a different route and don’t need the results of your project after all. “Good effort, though,” your boss tells you as he or she hands back your laminated report.

If you find yourself in this situation, just remember to never say “yes” to a “little project without first taking a look at what you’ve been handed.

Small Projects Often Mean Greater Innovation

Small projects often embody more innovation than larger more costly or high profile ones.

Innovation is a wide concept that includes improvements in processes, products and services. It involves incorporating new ideas which generate changes that help solve the needs of a company and so increase its competitiveness. That’s hardly big news. But what may be surprising to some is that innovation has itself, well, innovated and it isn’t what it used to be.

New materials and energy, design approaches, as well as advances in digital technology and big data, are creating a wave of innovation within the construction industry. These new ideas are increasingly often tested and proven on smaller and agiler projects. Investing time and money is well spent on  these  ideas and technical improvements can then be used on large-scale developments.

Here are  three exciting small projects:

Vanke Pavilion - Milan Expo 2015 / Daniel Libeskind
Vanke Pavilion – Milan Expo 2015 / Daniel Libeskind

Vanke Pavilion - Milan Expo 2015 / Daniel Libeskind
Vanke Pavilion – Milan Expo 2015 / Daniel Libeskind

VANKE PAVILION Milan, Italy
VANKE PAVILION
Milan, Italy

1. Vanke Pavilion – Milan Expo 2015

The  corporate pavilion for Vanke China explores key issues related to the theme of the Expo Milano 2015, “Feeding the Planet, Energy for Life”.

Situated on the southeast edge of the Lake Arena, the 800-square meter pavilion appears to rise from the east, forming a dynamic, vertical landscape.

The original tiling pattern would have resulted in thousands of ceramic tiles of different sizes and shapes. The resulting complexity and lack of repetition could have led to high costs and a longer erection time.

Working with Architects Studio Libeskind, Format Engineers  (Engineering Designers with backgrounds in structural engineering, coding, mathematics, and architecture) changed the pattern from thousands of different tiles to less than a dozen and  simplified the  backing structure generating  huge cost savings. Format Engineers also proposed ‘slicing’ of the building and then fabrication of  the primary structure of steel ribs using  low tech flat steel plate elements.  These were then used in a series of long span portalised frames reminiscent of the ribs and spars in traditional boat building  resulting in a  column-free area for the display of Chinese Cultural Heritage.

The frame was built to a budget and without difficulty ahead of the neighboring Expo buildings.

Building Size
12 meters high
740 mq gross floor area (exhibition, service & VIP levels)
130 mq roof terrace

Architect:  Studio Libeskind

Engineer:  Format Engineers

Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion

Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion

Oxford Brookes Rain Pavilion
Oxford Brookes Rain Pavilion

2.  Oxford Brookes Rain Pavilion

The Rain Pavilion is an urban forest sculpture forming the front entrance to Oxford Brookes University’s Architecture Faculty.

“Rain Pavilion artwork is a sensory experience for the community.”

The complex form required extensive wind modeling and comprehensive structural analysis within a generative 3d model. This was allied with Format Engineers in-house code for the self-organization of voids and their subsequent redistribution.

.At each stage of the design process different modeling and analysis techniques were used to exploit the form and to optimise the structure. The considerable challenges posed by the slenderness of the structure and its dynamic behavior under wind were resolved by combining Computational Fluid Dynamics (CFD)  (a branch of  fluid mechanics  that uses numerical analysis and algorithms to solve and analyze problems that involve  fluid  flows) with a generative design environment. Conceptual design introduced the ideas of tubular stems and folded steel canopies, both of which were  perforated by circular holes arranged to allow the interplay of light and water through the structure. The voids were generated using a self-organizing process.

Grasshopper  (a graphical algorithm computer 3-D modeling tool)  was used  to produce a mesh that could include the voids in both the stems and the petals.

The Rain Pavilion is designed to celebrate the sound of rain, and the noise of water interacting with different sections of the installation is part of the experience of passing through it. The structure has a design life of five years and can  be transported to other locations.

Architect:  Oxford Brookes University, Oxford, UK

Engineer:  Format Engineers

KREOD Pavilion
KREOD Pavilion

KREOD Pavilion
KREOD Pavilion

KREOD Pavilion
KREOD Pavilion

3.  KREOD Pavilion

The KREOD pavilions were first erected on the London Greenwich Olympic site in 2012.  Easily rearranged, three pod-like pavilions were formed with a wooden structural framework comprised of an open hexagonal composition.

Standing three meters tall, each double-curved wooden shell enclosed a footprint of 20 square meters,  totaling 60 square meters. A  waterproof tensile membrane sealed the interior from the elements fully portable with demountable joints,  the individual components can be  stacked for efficient transportation.

Chun Qing Li the architect required a temporary exhibition or function space that could be erected and demounted mostly by hand and by untrained staff. The quality of finish needed to  echo that of handmade furniture and had to be low cost and quick to erect. The continuously changing double curved form of the enclosure meant that in theory, every nodal connection was  different. A conventional bolted solution would have cost hundreds of pounds per fixing. Format Engineers  suggestion of a ‘reciprocal’ jointed timber grid shell required standard  bolts which equated to a fraction of the normal cost. It also allowed the structure to be built from simple and light flat timber elements.

The structure used Kebony timber throughout, a sustainable alternative to tropical hardwood. As this material had not previously been used in a structural context Format Engineers undertook load testing of the material and the connections at the University of Cambridge. The timber was fabricated using CNC routing (a computer controlled cutting machine)  allowing a highly accurate fit between members and basic  erection on site.

Architect:  Chun Qing Li  

Engineer:  Format Engineers

 

The Hard Side of Change Management

Change management is an approach to transition individuals, teams, and organisations to a desired future state. For over three decades, academics, managers, and consultants, realising that transforming organisations is difficult, have avoided  the subject.

My Way or the Highway

Major organisational change is profoundly difficult because the structure, culture, and routines of companies  often reflect’s persistent and difficult-to-remove ways of working, which are resistant to radical change even as the environment of  organisations change.

What started out as a financial buzzword in the early nineties  has become fundamental business practice, with executives recognising the need to keep abreast  with the competition in a rapidly developing corporate new world.

Navigating  change

Globalisation and the constant innovation of technology result in a constantly evolving business environment. There is an ever-increasing need for Change Management Lead’s / Senior Managers who can help organisations successfully navigate change in today’s business environments. The focus of this movement to date has been on how to  partner with organisations to define education, training and communication platforms that help to support the change initiatives and concerns of company employees. The critical aspect is a company’s ability to win the buy-in of their organisation’s employees on the change initiative.

While a project team is important for success, a senior level advisor is invaluable and can work  with an organisations  leadership team to avoid common pitfalls that change management projects often fall into. There are four key areas where an Advisor should act as this resource as follows:

1. Defining A  Strategy  

Executives should start by asking themselves  what exactly needs  changing and why? Organisational change directly affects all departments from entry level employees to senior management and  must be aligned to a  companies  strategy. Too many programs are heavy on the jargon and light on the substance.  Executives are often sold on an idea only to realise as the change initiative begins that they need a different outcome, tool or process to be successful.

In this situation the strategy for change needs to be re-aligned with the organisation and its goals.

An outside senior advisor with a unique perspective of the organisation will  play an important role in helping an executive to explore and shape the strategy they are defining and highlight whether it will truly create the outcomes they desire. This upfront partnership can save money  on the back end of a project, by avoiding costly re-scoping of initiatives.This relationship  between senior advisor and executive should therefore begin as early as possible in the process.

2. Coalition Building

Its important to give  people multiple opportunities to share concerns, ask questions, and offer ideas  and to make following up with answers and updates a top priority.  Executives must reach out across their functional work streams to build a large cohesive team to support the project once the correct strategy has been set and the urgency for the project has been established. A good senior advisor will be able to guide an executive though these interactions.

As a senior change management professional, it is important that you help leaders of the organisation craft the correct message. While leaders often know what it is they want and see the urgency for themselves, the outside view that a coach provides can support the development of a team around the initiative and  help to navigate the strategic and political interests in linking the change to the interest of multiple team members.

The more people are involved in the process, the fewer will  be acting as internal saboteurs.

Communication Is Key to Successful Change Management

3. Communication

Don’t confuse process visioning, planning and endless powerpoint presentations with communication.  

Change is uncomfortable, and adapting to change is messy. A  Gantt chart can not capture  the  hard side of  change management. Why? Because tasks are easy to list, but behaviour and long-held habits are not easy to change. Gather outside information, solicit perspectives, and adapt the approaches for your organisation and group.

The importance of communication within an organisation around the change cannot be underestimated.     Executives often fall short on communication in two main  areas, not communicating the right message and not communicating it frequently enough across an  organisation. It is often thought that everyone else in the organisation is on board and understands the change, however, the  reality for an executive  is not the reality for another worker who may have lost a job because of a well intended change initiative.  A senior advisor can apply consistent pressure to the leader of the change around the need for communication and its messaging.

Quantity Is Fine, but Quality and Consistency Are Crucial

4. Share  Relevant  Information Quickly

Most CEOs and managers are quoted as saying, “You can’t communicate too much,” Part of the communication will be the support the urgency in messaging.     “My way or the highway”  is often used, but is not an effective communication strategy.     Senior Advisors can work with executives to tailor their message to each area of the organisation in order to define content that is important to them.

A study by  Towers Watson  shows that “only two-thirds (68%) of senior managers say they are getting the message about the reasons behind major organisational decisions. Below the senior management level, the message dwindles further  to  (53%) of middle managers and 40% of first-line supervisors understanding  reasons behind major organisational  change.

The forwarding and cascading of information does not work as  consistent communication around the change will be necessary at all levels of the organisation using a variety of communication pathways and vehicles.  As a trusted advisor it is important to encourage executives to lead by example in both their messaging and communication of the change  agenda.

Only 25% of Change Management Initiatives Are Successful over the Long Term

Maintaining The Change

Many leaders and managers underestimate the length of time required by a change cycle. It is paramount  that as the  change effort reaches its completion that  leaders of the change recognise that the process does not end there.   The role of a Senior Advisor will be to guide them to the idea that work must be undertaken  to maintain the change over time. Maintaining change does not mean that an executive must own the initiative  forever, just that they take the necessary steps to ensure that change has a lasting impact by integrating the change into the corporate culture and measuring the benefits  and highlighting areas for future improvements.

The outside unbiased view is  that a Change Management Lead is crucial to the success of a change management program.

This article  provides food for thought rather than counsel specifically designed to meet the needs of your organisation or situation.  Please use it mindfully.

 

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