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In strategy sessions, I’ve watched executives exult their vision statement as the organization’s “North Star.” Though most vision statements are pap, having a North Star can, nonetheless, be valuable on the way to success. Subsequent discussion about and…
Cesar Millan, the Dog Whisperer™, can instantly turn unruly canine terrors into well-behaved pets. Change is the unarguable core of his trade and his abilities are remarkable. It is not so much that he changes dogs, but that so…
A recent experience crystalized for me an essential, binary nature of organizations: some people look forward, some backward. There ought to and will always be both in any given organization. That there might be all one kind or the other…
All significant change—let alone innovation, invention, or discovery—begins mostly as fiction. Calling it desire, intent, hope, or what-have-you doesn’t change the fact that it is presently not real. Change ends as non-fiction: a new reality that incorporates the change. The…
On one level, as an earlier essay exposed, the work of change leadership is to ensure impacted personnel change their behaviour as needed. Change managers execute techniques to gain this conformity. In this instalment, I’d like to explain why…
Perspective is everything. At least as much as context. This piece began as another view on the “myth” of projects having a 70% failure rate (the root cause for change management discipline by the way). But since the…
“Never let a good crisis go to waste.” – Winston Churchill Change management exists for projects because people tend to not change behaviour—not easily anyway. Its methodologies account for individual comfort and the reluctance or even resistance to disrupt…
In an earlier piece, “Do the Work” Part 1: Do The Work!, I encouraged change leaders and managers to “do the work”—after dissecting that tragically overused rejoinder. The point being there is more to leading and implementing change than…...
