At what point should a CEO change the implementation of a business initiative? Change too early, and you risk team dissension. Change too late, and you risk confirming Einstein’s definition of insanity, i.e., doing the same thing over and over and expecting a different result.
As a leader you may have decided you don’t have time to pause your organizational change efforts. There’s too much to do. We need to keep going. This is a mistake. I advocate change leaders “take a pause for the cause.”
It doesn’t matter how much we want or need the change, or the benefits we see, letting go is uncomfortable. It’s helpful for leaders to remember this when initiating organizational change. Leaders are often surprised by employees’ unwillingness to let go, even when they believe they are initiating a change their employees wanted.
Are you feeling the pressure of so much to do and so little time? What do you do when you feel this type of pressure? Do you set more goals, and initiate more changes in effort to get more things done? Ironically the more changes you initiate the less change occurs in their organization. There […]
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.