The second of seven ways to be more effective in the difficult world of change

Continuing from my last article, this time I’m using my best judgement and looking at the second of the seven deadly virtues of a change manager.  So what are these virtues that must be used ever so wisely? I’m making the case that they are:

Perception | Judgement | Honesty | Ambition | Courage | Resilience | Invisibility

I’m not saying that these qualities alone will make someone a great change manager. Certainly I’m not discounting that technical know-how is a must.  However, I do think that personal qualities make a big difference to the outcomes achieved. One of those is using Judgement wisely.


The change manager is in an interesting position. They often take the place between those leading and managing the initiative, and those most affected by it. In this circumstance, advocacy for the impacted population becomes a part of the change manager’s role. 

Exercising judgement about the most results oriented way forward and how to achieve it through the people working differently, is the change manager’s province to guide. They have to make considered decisions from sensible conclusions (aided by scrutinised perception). This calls not only on good experience and skills, but also on the perspective of caring about the business outcome. And understanding people and caring about outcomes for them too.  The change manager has to weigh things up.

If possible the change manager will be in position to co-create activities. Giving people self-determination to use their own judgement is the best way to engage ownership of the outcome. It doesn’t mean open slather and doing whatever they like.  Being a part of making decisions absolutely helps people to commit to them.  Respect for the impacted groups often begins here.  What can they contribute?  What do they know that we don't?  How and when can we give an outcome, and then help people determine how to  achieve it.  Using our judgement to help others use theirs.

Too much judgement and the ‘should’ viewpoint comes into play. We ‘should do this’ or ‘should do that’. Judgements based on inflexible paradigms are not as strong as those based on a pragmatic view of the current situation and available options. 

Too little judgement and the outcomes can be swayed by expediency, schedule and little understanding or care about the process by which people change.  Deadly indeed.

The key questions – What is the best way to move forward to achieving the result needed?  How can we involved others in doing so?

I’m sure you will be honest, even before the next article. What’s been your experience with the deadly virtue of Judgement? Can it be exercised alone without its close friend of last time - Perception?  Your stories and comments are always welcome.

This blog was originally published by Camille on LinkedIn here.

Camille Clerc
About: Camille Clerc

An experienced and passionate change manager, Camille has led significant change projects to deliver cultural and organisational change through IT transformations, business process improvement and technology projects. Guiding and advising senior leadership teams including C-suite, Camille has delivered astute, commercial, pragmatic change management strategies that have steered organisations through significant IT and cultural transformations.