Articles

When individuals or groups commit first and foremost to the needs of the whole project, they become teammates pursuing common goals. This mindset of going for the Big Win changes the whole game. We call this new way, “Co-Creating.”

In this article, we want to share with you what we perceive you need to be doing—or doing differently, or to stop doing altogether—to get the return on investment you need from the change efforts you sponsor or lead. This is a candid portrayal based on our observations of our senior executive clients over the past four decades. The picture we paint here is further fortified by what we consistently hear from other seasoned consultants and project managers, both external experts and internal professionals, about the successes and challenges they face in getting their senior leaders to do what is required for change to succeed.

A common assumption among leaders and managers is that their success is dependent on having the right answers at the right time and providing clear direction to their people amidst the clamor of day-to-day operations. This may have been historically true when the pace and complexity of change were moderate, but is far less so in times of large scale, high-pressured transformational change.

In this article we will outline six key actions that you can take to stay on top of the “bucking bronco” of change and continue to provide guidance and stability. We will demonstrate how these actions provide sound leadership in times of uncertainty, as well as debunk the faulty assumption that you, as the leader, should be all-knowing.

One of the toughest change efforts we supported was made more difficult because the CEO was not willing to change himself in the very ways he was demanding that his organization change. The company was transforming its strategy, operations, business processes, and culture.

This article explores the key change leadership issue of “modeling,” and provides insights for how you can get your leaders to model the changes they are asking of your organization.

Executives have never before been as challenged in their roles as they are today. The business challenges they face are enormous—globalization and the integration of cultures, unheard-of technological advances, increasingly sophisticated customers AND employees, a struggling economy, and the need to find business performance enhancers beyond cost-cutting and downsizing.

In this article, we describe the five keys to success that we believe will make every coach, and the executives they work with, far more successful.

In this article, we will outline a seven-step process that will enable your organization to actually implement a common approach to change and maximize your return on this key investment. The benefits your organization will realize by developing a common change methodology are significant.

Decision-making can be a powerful tool for modeling a new culture, and for catalyzing tremendous employee commitment to your organization's change effort…if it is done effectively. In this article, we will reveal the keys to effective decision-making, identify why decision-making has such widespread impact on the success of transformational change initiatives, and provide tips and a simple yet effective decision-making tool to increase the positive impact of your decision-making.

This article outlines the three types of change and their implications on the workforce.

This most popular article outlines the key opportunities for stakeholder engagement in any organizational change effort. It includes a framework for sorting through who to engage, in what activities, and in what ways.