I can’t tell you how many people who, after reading my last essay,  were put off by those who ‘stole’ my work.  Well, actually, I can—there were four.  The tone of those responses were that, if any of them could have got their hands on the plagiarists, they would have grabbed them by the collar, pushed them against the wall, and yelled at them from about ten inches away, berating them for their disrespectful behaviour.  Shortly thereafter, they would have marched them over to a tenth floor window and thrown them out.  Of course, that’s just my take on what they sent to me, but that is what I remember having in my mind at the time.

My response in those first minutes, after I heard from the IT storage people, was to be really ticked off.  (For those that know me well, please substitute appropriate words for ‘ticked off’.).  I thought of getting all the names from the system, then marching  to the company lawyer’s office and have him reign legal diarrhoea down on those plagiarists.

After counting to ten, actually it was more like a thousand, and taking many deep breaths, I came to the conclusion that I wrote about in my last essay.  What I had remembered was that, when each process was made available on line that is when I heard from all the naysayers; however, once I delivered the workshop on the subject, or led a team through using a process to plan or conceptualise their product or business change, most adopted the process and got on with it.  What was still necessary was…  And that is when I started to smile, tipped back in my chair and felt good about it all.

About two years later, after I retired from my career position, I was working as a management consultant at a different company.  There, amongst their processes were a couple of mine, with the background documentation blatantly copied from my originals, but with different letterhead.  I could see that they weren’t working in that environment and many didn’t know how to implement ‘my processes’ effectively.  Clearly, nobody with my style of change management and process coaching was in place to make it happen.  I said nothing.  I was being paid to do something different at the time.

Change management is difficult.  I found it important to have a champion for the change.  The change had to be sponsored by senior management and at least a few advocates were necessary to provide a benchmark for success.  My role was usually as the champion and, for the most part, I was respected in that role.  Respect that I earned over time and with demonstrated openness and honesty on my part.