What the hell, I'll give it a go
Neil Cassie
If you can't get your pressurised, exhausted, confused and cynical managers to the tipping point where their response to a new initiative is 'what the hell, I'll give it a go', it spells failure for your business and its ambitions for change.
Nothing changes if nothing changes
Dan Bobinski
People will willingly engage in change if they have genuine input to the process. So if we want a successful change effort, we need to change how we implement change. If we don't, we just might be a little insane.
Change needs to shake things up to be successful
Nic Paton
Much as making an omelette depends on first cracking eggs, successful organisational change almost inevitably involves disrupting the status quo, employers have been told.
Top strategies for embracing change
ArLyne Diamond
Individuals and groups that are able to adapt well to new demands seem to be more successful than those that resist and accept the inevitable slowly. But change is so difficult and is almost always resisted, so how can we best embrace it?
The myth of change management
Rod Collins
The world is changing much faster than their organizations. And that’s a big problem, because traditional businesses are not designed for adapting to change or aligning with shifting markets.
Improve strategic alignment through better metrics
James M. Kerr
People pay attention to what they’re measured by. So the best way to get a behavior change is to measure to the new behavior intended to be instituted.
Preparing teams to lead innovative change
Henrik Bresman
Today’s fast-moving industries demand a new model of organisational change that rejects the top-down, linear process of the past in favour of a more democratised, inclusive and open-ended paradigm.
Adaptive strain, adaptive change
Peter Vajda
People are often the greatest barrier to change, but without them, change can't happen. So handling the effect that change has on individuals is what really determines its success or failure.
Strategic change is all in the timing
Quy Huy
Large organisations have many different heartbeats, and change managers need to listen to them all in order to align the pace and rhythm of their change intervention with their desired outcomes.
Strategic change is all in the timing
Quy Huy
Large organisations have many different heartbeats, and change managers need to listen to them all in order to align the pace and rhythm of their change intervention with their desired outcomes.
The future of strategy
Rod Collins
In today’s world, change is exponential and the past is no longer a proxy for the future. That’s why the most important strategic decision that business leaders need to make is to know when it is time to change
Time for change
Duane Dike
Change is the basis of renewal. So even altering the way we approach some mundane task or activity can make life better and help us to think differently. A little change can make our world that much better.
Changing a culture starts with changing behaviours
Stephen Fortune
Time and time again, companies invest huge amounts of time and money in the launch of new initiatives. But after the initial excitement wears off, nothing changes. Why? It's all about behaviour.
The change challenge: escaping the groove
Peter Vajda
If the brain is as plastic as science suggests why is permanent change such a difficult thing to achieve? Believe it or not, the answer might lie in a bowling alley.
When evolutionary change needs a nudge
Duane Dike
For the most part, change is gradual and evolutionary. But sometimes it's best for us to push the evolutionary process and go for more rapid change. And that requires good, even transformational, leadership.
So how the hell did that happen?
Max McKeown
It's often easy to identify the triggers for change with the benefit of hindsight. But most of us have a pretty fuzzy grasp of what needs to be done now if we want to accomplish change later.
How to lead strategic change without inciting a mutiny
Quy Huy
Strategic change is in the works, pressure to meet targets is mounting and there are rumblings in the ranks. As CEO how do you maintain your leadership role and avoid a mutiny?
The keys to organisational agility
Gary Ashton
The success or otherwise of an organisation is increasingly determined by its ability to adapt and respond to change in a quick, agile and appropriate manner.
Good change, bad change
Max McKeown
If the impact of change can't be simply defined, be on your guard. If it hasn't been created with the knowledge of those who are expected to implement it then fear for the worst. And if it reverses the best things about the organisation, then it's really time to start worrying.
Managing change remotely
Wayne Turmel
Managing change isn't easy. It’s even harder when people are scattered across time zones, oceans and departments. Change is both inevitable and necessary. But it doesn’t have to be messy. So how can you effectively lead change in remote teams?
How appealing to women has helped The Home Depot
James M. Kerr
To see what an organization can do when it is deliberate and determined in its commitment to make changes, look no further than the example of The Home Depot, whose women-friendly makeover is already paying dividends.
Get ready for the unexpected
Graham Scrivener
Change, especially when it is unexpected, commonly triggers anxiety, distraction and loss of motivation. But rather than simply ignoring the negative effects of change, surely it makes sense to help individuals to deal better with the uncomfortable and unpredictable.
Understand change to make changes
Max McKeown
To make improvements you have to make changes. But to make successful changes you need to understanding the nature of change, why it happens, how it starts, how it continues and how it affects people, as well as organizations.
A roadmap for cultural change
Karin Stumpf
It's all very well talking about creating a world-class organizational culture, but how do you actually go about doing it? This three-step approach is a good place to start if you're serious about implementing cultural change.
Embracing change
Peter Vajda
We've all heard the expression 'change is the one constant in life.' Every day we experience change in some way. But for many, change is unsettling, bringing with it feelings of insecurity, instability and disharmony - fears that can all be overcome.
Managing change in a remote team
Wayne Turmel
As we all know, managing change can often be like trying to herd cats. So if it's is hard enough at the best of times, how is it possible to effectively manage major change if your people are spread across different locations or countries?
Change management: it's the people, stupid
Nic Paton
Successful change management is far more about changing how you manage your people and organisational culture than it is about changing processes and systems.
Engaging change: six tips for surviving and thriving
Dan Bobinski
Such is the pace of change today that every day seems to present new challenges and opportunities. So how managers adapt to the changing horizon can make the difference between surviving or thriving.
A lesson in change management
Bob Selden
Much of the focus over the election of Barack Obama has been the hope for change that he represents. But for managers, there has also been a great lesson to learn from the smooth transition of power from the outgoing to the incoming president.
Principles before personalities
James M. Kerr
During large-scale reorganizations, discussions can often become heated and turn personal. That's why it's important to keep in mind some techniques to ensure that your teams stay focused on the 'why' and the 'what' rather than getting bogged down with the 'who'.
Recent Podcasts
More on The Change Challenge
What the hell, I'll give it a go
Neil Cassie
If you can't get your pressurised, exhausted, confused and cynical managers to the tipping point where their response to a new initiative is 'what the hell, I'll give it a go', it spells failure for your business and its ambitions for change.
Understand change to make changes
Max McKeown
To make improvements you have to make changes. But to make successful changes you need to understanding the nature of change, why it happens, how it starts, how it continues and how it affects people, as well as organizations.
A roadmap for cultural change
Karin Stumpf
It's all very well talking about creating a world-class organizational culture, but how do you actually go about doing it? This three-step approach is a good place to start if you're serious about implementing cultural change.
Embracing change
Peter Vajda
We've all heard the expression 'change is the one constant in life.' Every day we experience change in some way. But for many, change is unsettling, bringing with it feelings of insecurity, instability and disharmony - fears that can all be overcome.
Managing change in a remote team
Wayne Turmel
As we all know, managing change can often be like trying to herd cats. So if it's is hard enough at the best of times, how is it possible to effectively manage major change if your people are spread across different locations or countries?
Change, fear and Yahoo
Peter Vajda
Whether or not Yahoo's new office-bound strategy will be successful is anybody's guess. From the outside looking in, the key issue is whether Yahoo realizes that to be a healthy organization and deal with resistance you first need to deal with fear.
Transformational leaders and change
Duane Dike
The finger of blame is frequently pointed at rank and file staff for being resistant to change. But in many cases, the real resistance comes from transactional bosses who refuse to change the way they lead.
A mandate for change
John Blackwell
With shareholders increasingly flexing their muscles and questioning the performance of senior executives, the link between an organisation's financial performance and investing in changing work practices is more important than ever.
Being curious about curiosity
Peter Vajda
Are you curious? When was the last time you re-invented your business, your relationship, yourself? How do you feel about the notion of re-inventing? Exhilarated? Or is your life so mechanical that there is no room for curiosity or inquisitiveness?
You can't control the waves, so learn to surf
Max McKeown
Anyone living through 2011 has learned that the waves of change are bigger than any individual, company, or nation. They are also more complex. The trick is to learn to read the signs and then ride the surf all the way to shore.
Sandpaper: the secret tool of change
Peter Vajda
We seem to be inundated with information about change and why it is so difficult to achieve, even when our brains are supposed to be 'plastic'. So why is it so challenging to make lasting changes? Here's one perspective. See how it works for you.
Are you engaging or just informing?
Marcia Xenitelis
Do your employee communication strategies really engage your employees, or do they simply inform them? Because unless employees truly understand the issues and make the connection between their jobs and those issues, their attitudes and behaviors will not change.
Decision-making and the benefits of change
Edward de Bono
It is important to consider the future benefits that change might bring about in the decision-making process. Unfortunately, the short-term nature of most businesses means that this rarely happens.
Leadership in troubled times
James M. Kerr
Most management teams can identify what is needed to help their company evolve. But most are much less accomplished at the sort of active, directive leadership that is required to galvanize teams and make change happen.
Why managers aren't the best communicators during times of change
Marcia Xenitelis
In tough economic times, organizations tend to rely on their managers to communicate face-to-face with their teams about what's going on. But this approach doesn't work, because it usually ends up being about managing fear, not change.
Change management and employee communication strategies
Marcia Xenitelis
When it comes to organizational change, it isn't enough simply to present information to employees and hope this will be enough to win them over. If you really want people engaged and on your side, you need to involve them fully in the process.
Business improvement ideas: don't just settle for excellent
Edward de Bono
The usual way to bring about chnage is to prove that something is wrong or inadequate and needs altering. But if something is already adequate, a new idea is unlikely to be adopted, however much better it is.
The times they are a-changin'
Peter Vajda
Change is all around us. Past assumptions about how our workplaces function are outdated. Transformation is necessary. But many business leaders are either waiting for external forces to create change or simply reinforcing what isn't working.
A lesson in change management
Bob Selden
Much of the focus over the election of Barack Obama has been the hope for change that he represents. But for managers, there has also been a great lesson to learn from the smooth transition of power from the outgoing to the incoming president.
Implementing sustainable change
Charles Helliwell
Benjamin Franklin wrote that the definition of madness was doing the same thing over and over again and expecting change to happen. But this is exactly how many change programmes - in organisations both large and small - can be described.
It's time to rethink the way you think
Dan Bobinski
Recent discoveries in how the brain functions have resulted in some startling new conclusions about implementing change. In other words, it's time to rethink how we think.
A breath of fresh air or just sweet FA?
Andy Hanselman
Just as young footballers watch and copy the bad behaviour of their sporting idols, so employees copy the actions and inactions of their bosses. So remember, change starts at the top – and actions always speak louder than words.
The cosmic egg of change
Max McKeown
Change management models don't tend to worry about what happened before. They start as though everything just 'was'. But with all the evidence suggesting that change is inextricably linked to the past, it's no wonder it so often goes wrong.
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