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This case study investigated how the executive (i.e., CEO, COO, CIO) leaders of a mid-west financial organization increased their credibility during a planned organizational change. This research focused specifically on the relationship between the leaders’ communication of a planned change and the leadership teams’ credibility. A qualitative methodology approach was used to capture the individual experiences from the employees. Phenomenological interviewing was the primary source of data collection and analysis. Data collection included face-to-face interviews with 25 participants, a thorough review of archival data and participant observer field notes. The results suggest three themes and seven categories contributed to the building of leadership credibility through meaningful and effective communications: The Change 1. Re-branding the Vision: The leadership team had a vision, to re-brand the organization; 2. Employee Support of Change: Most participants supported the new vision and thought the change to consistent and streamlined processes across all local banks was long overdue; 3. Connectedness to New Organization: Most participants began to identify with the change through the new logo and wearing the logo pin. They felt a strong sense of connection or “oneness” with the new organization; The Leaders 4. Unified Leadership Team: Most participants saw the three leaders function more as a leadership team than as individuals as they communicated a unifying change message; 5. Credible and Visible Leaders: Most participants believed leadership credibility increased during the change and thought the change helped the leaders become more visible to the organization during the change process; The Communication 6. Communication Process: In most instances participants believed a well structured, well orchestrated, multi-channel communication process was critical for supporting the change and for increasing the leaders’ credibility; 7. Reinforcing the Change: Face-to-face, follow-up meetings helped to reinforce the change and were perceived by most participants as significant for increasing leadership credibility. Analysis of the data suggests a strong, positive relationship among 1) the nature of the change (a re-branding that was viewed positively by participants), 2) the credibility of the leaders was evident in their communication throughout the change process, and 3) the change communication process was perceived as well structured by participants.

More and more, the accomplishment of important tasks and goals in organizations today is being achieved through the use of projects. The phrases we hear and read about daily at our work and in conversations with our colleagues, such as “management by projects ” and “project management maturity, ” reflect this increasing trend in our society. The almost explosively rapid adoption of such a powerful tool as project management to help organizations achieve their goals and objectives is certainly awesome. As noted by one set of scholars (Clelland and King, 1983, p. 155), however, it is also undoubtedly true with the rapid adoption of this new managerial approach that: • there are many projects that fall outside the organization’s stated mission; • there are many projects being conducted that are completely unrelated to the strategy and goals of the organization; and • there are many projects with funding levels that are excessive relative to their expected benefits. In addition to the growth in the number of organizations adopting project management, there is also an accelerating growth in the number of multiple, simultaneously ongoing, and often interrelated projects in organizations—particularly construction, consulting, auditing, systems development, maintenance, and matrixed organizations. Thus, the issue naturally arises as to how one manages all these projects. Are they all really projects? (It has been suggested that perhaps up to 80 percent of all “projects ” are not actually projects at all, since they do not include the three project requirements for objectives, budget, and due date.) Should we be undertaking all of them? Of those we should implement, what should be their priorities? It is not unusual these days for organizations to be wrestling with hundreds of new projects. With so many ongoing projects it becomes difficult for smaller projects

Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change. This concept is not new to Indians, because change management programmes were conducted for Ministers in the Indian government and civil service officers during the 1980s. In present scenario all organizations are involved in fight of success, to achieve they need to be change in all aspects. Change should be implanted in smooth way not the terrific one. Change ; to be adapted by all concerned requires adequate planning, sharing of information, generating ideas, understanding the current situation, preparation, evaluation, and reinforcing. None of the above can be done without the full and complete support from the human resources. Before adapting change, the methods to be used in the process have to be decided upon and the time frame in which the results are expected should also be decided. 'Scaring people is not the answer. One must try to appeal to them.