Programmer, Analyst, Learner, Leader, Gamer

One of the first things I can tell you is get some good people to help you that you trust. Get specific tasks lined out along with what your expectations are and then hold them to it. Make sure you have buy in from them, because if they don’t believe, then their heart won’t be into the effort.

One of the things that Zelf has done is to post what our guild is about. One of your top priorities in building a guild needs to be the quality of your membership. Not only do the people you recruit have to be a fit for your guild, but your guild has to be a fit for them. It has to be a two way street for that long term relationship to be successful.

- Klydon, Keepers of the Elements (http://www.keepersoftheelements.com)

Specific
- Well defined
- Clear to anyone that has a basic knowledge of what is to be accomplished

Measurable
- Know if the goal is obtainable and how far away completetion is
- Know when it has been achieved

Agreed Upon
- Agreement with all the stakeholders of what the goals should be

Realistic
- Within the availabiltiy of resources, knowledge and time

Time Based
- Enough time to achieve the goal
- Not too much time, which can affect project performance.

The Golden Rule: Treat others how YOU want to be treated.
The Platinum Rule: Treat others how THEY want to be treated.
The Double Platinum Rule: Treat others how THEY DON’T KNOW THEY want to be treated.

Universal Service Steps

*This can applied when dealing with member issues or in general talking in private with members in /tell or in ventrilo*

1. Warm welcome (user their name). Ex. Hello Hatred, what can I do for you?

2. Comply and anticipate. Make them feel you understand and comply with their needs even if you disagree make them feel their opinion matters and their feelings are golden.

3. Offer additional assistance. Always when the conversation is done remind them for example that whenever they need soemone to talk to you or any of the officers are there for them.

4. Gracious Goodbye (use their name again). Ex. Thanks for the great conversation Hatred. It’s great to have good discussions like this with members, it shows you care.

Every function has a purpose.

Ask yourself…
What is the relevance of knowing the purpose?
Will it truly make a difference in how I function the performed task?
Will knowing the purpose enable the function to be performed on a more consistent basis?

By knowing the purpose you know the goal. And by knowing the goal, if you truly care about the goal, which we hope all members of the organization do believe in the goal, they will put more feeling into the task we are asking them to perform and through that we will have more conistent results in the tasks we are asking to be performed.

What is change management?
- Managing the Risk inherent in any Change
- Change implies a set of known risks; some of which apply to all types of projects, and some of which are project specific.
- Mapping a Plan of Attack to get from Point A to Point B
- Accepting that there’s people involved and we can’t just come in and force the issue, even if we know we’re right!
- Right grasp of the problem, right solution, right people

Key Components of Successful Change Management
- Motivating Change
- Creating A Vision
- Developing Political Support
- Managing the Transition
- Sustaining Momentum

Change Management Guidelines / Change Readiness Checklist

As a general rule, if the answer to any question is NO, then the change should not be implemented until all questions result in a YES answer.

1. Do we know who the person is who is overall responsible for implementing this change?
2. Do we know exactly when the change will be implemented, and has that been communicated to users?
3. Has the change been scheduled to minimize the user impact, in relation to the cost? Is the scheduled time the best time for the change? Have we scheduled with the user in mind, rather than for staff convenience?
4. Have users been trained, provided with documentation, or otherwise informed of anything different than they need to be aware of or to do? (From a user point of view, what is the result or impact of this change?)
5. Are back out procedures in place? Do we have appropriate, pre-tested, recovery procedures ready?
6. Do all business units have the necessary training and documentation to support the change?
7. Has the change been communicated to all appropriate areas within outside of the impacted area with adequate lead time?
8. Are all other impacted business areas OK with implementing the change?
9. Will we know if the change is a success? Will we know if the change was not a success? If not a success, are measures in place for appropriate action, and additional user notification as required?
10. If appropriate, does the help desk have the needed training and/or documentation to support the change?
11. Do users know whom to contact if there are further questions, either before or after the implementation?

Change is a disruption to established routines and expectations
- Within any organizational culture, only 20 percent of the members will readily embrace change, 50 percent will adopt a wait and see attitude, and 30 percent will strongly resist change.

Reasons for Personal Resistance to Change:
- Fear of the unknown
- Things are already just fine, I don’t understand the need for change.
- Cynicism about change, particularly from reading about the notion of “change” as if it’s a mantra.
- Doubt that there are effective means to accomplish major organizational changes

Organizational-wide Reasons for Resistance to Change:
- Conflicting goals in the organization, e.g., to increase resources to accomplish the change yet concurrently cut costs to remain viable.
- “Office Politics”