Every organization has a grapevine. Your grapevine is that informal and usually unsanctioned communication network. It can either help or hinder your change efforts. Unfortunately for most leaders, managers, and employees it’s the latter. A healthy grapevine works for your organizational change efforts, and not against it.
In this article you will learn six characteristics of healthy organizational change. Improving organizational health includes the health of your bottom line, the quality of the services or products you deliver and the engagement and commitment of your employees.
Effective leaders recognize that change is part of continuous improvement. Change is often essential for your organization’s vitality, prosperity and growth. This article explores actions you can take to make change manageable and palatable.
Yo-yo change disrupts your organization’s natural ability with change. It creates a history of failed changes that limits your organization’s ability to respond and adapt to future changes. Preventing yo-yo change matters.
Informal surveys and research all suggest a project-based approach to change is the most common. But, it isn’t the most effective or efficient way to enable organizational change.
A good story lets you experience something as if you are actually there. Leaders throughout history have long known the power of stories to inspire, motivate and move people to achieve things they never believed they were capable of achieving.
Few people would argue about the importance of trust in an organization’s success. Building and maintaining employee trust can be one of the most challenging aspects of organizational leadership.
There are significant differences between the change-innovative and the cynical organization. This article explores these differences, and offers three things you can to to build a change-innovative organization.
Organizations today must constantly change, but doing so does not mean bombarding employees with change projects. The secret to creating an organization that is able to change continuously is less change, not more.
SMART goals – Specific, Measureable, Attainable, Relevant, and Timely – are all the rage, but are they smart?