Training is an important and necessary component of any change initiative. Making the time to understand the anxiety we all experience when it comes to learning will help you design and deliver training that will lead to real change.
Author Archive | Dr. Dawn-Marie Turner
Help! I am communicating, but my employees aren’t listening. You’ve sent a dozen emails about the upcoming change, or at least it feels like a dozen, and your employees act like they don’t know anything about it. This article suggests three things you can do to use email to support and enable healthy organizational change.
Change is uncomfortable, and can be disruptive for both leaders and employees. Taking this one simple, but often overlooked, step at the beginning will help reduce the chaos. It will also help you achieve the value intended.
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.
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.