Ten Common Mistakes in Leading Transformational Change
Increase your success by avoiding these common change leadership mistakes. This paper outlines our most current findings from our thirty year action research project on what causes failure and success in large scale transformational change.
Awake at the Wheel: Moving Beyond Change Management to Conscious Change Leadership
This article provides a good overview of why change management is insufficient to lead transformational change, and introduces key foundations of conscious change leadership for successful organizational change.
Building Your Change Strategy: How to Ensure that Your Effort Is on the Right Track
Do you ever wonder, “Are we attending to all the necessary areas for successful organizational change?” This article outlines the ten key elements of an effective change strategy so you won’t overlook critical success factors.
Change Leadership: Minimizing the Chaos of Transformation
This article outlines four best practices to minimize chaos during transformational change and keep your change efforts from spinning out of control: 1) project integration, 2) timelines and change capacity, 3) human and organizational culture dynamics, and 4) real stakeholder engagement.
Designing Your Engagement Strategy
This highly pragmatic tool walks you through the critical steps for building an effective stakeholder engagement strategy. Also see the article, “Stakeholder Engagement: Opportunities, Types, and Vehicles.”
Do Your Leaders Have the Mindset to Succeed at Transformation?
This article provides an excellent overview of why change leadership mindset is so critical, examples of the mindsets that limit change success, and why introspection is essential to delivering real transformation.
Driving Organizational Culture Change through Co-Creative Change Leadership
This article outlines how the mindset shift that places the interests of the whole enterprise above individual self-interest is a key driver of organizational culture change.
Ensuring Your Organization’s Capacity to Change
Learn effective ways to address the change capacity challenges you face when you unleash change on an organization that is already running at full throttle.
Get Real: Plan for the True Magnitude of Change
With their own capacity to change limitations, leaders often announce a major organizational change without fully thinking through what is really required to get it done. These five disciplines will help you and your leaders identify the true magnitude of organizational change that you face.
Getting Smart About Employee Resistance to Change, Part One
This article outlines what causes employee resistance, what resolves it, and how to work with it to maximize the results you achieve in your organizational change efforts. It provides insight about how to deal with the deep-seated resistance catalyzed by peoples’ core psychological issues, and how you can work with these substantial mental, emotional and behavioral forces to make your organizational change efforts more successful.
Getting Smart About Employee Resistance to Change, Part Two
Continuing from part one, this article expands the exploration into what causes employee resistance and how best to resolve it. Many organizational change efforts stall before the future state has been successfully implemented. These four tips will keep this from happening in the change efforts that you lead.
How Command and Control as a Change Leadership Style Causes Transformational Change Efforts to Fail
This is a thought-provoking article for leaders to evaluate how their style may be damaging their efforts to succeed at transformational change.
How to Increase Employee Commitment to Change
This article provides an invaluable tool for articulating what is driving your change so your employees can fully understand and commit to it.
Six Faulty Assumptions about Organizational Change Communications
All change managers know that the quality of change communications has a significant impact on organizational change results. This article de-mystifies change communications, outlines the mis-perceptions that most leaders make, and provides insights that deliver increased success.
Stakeholder Engagement: Opportunities, Types, and Vehicles
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. This information will make building your stakeholder engagement strategy far easier. Also see the article, “Designing Your Stakeholder Engagement Strategy.”
What is Transformation, and Why Is It So Hard to Manage?
This article outlines the three types of change and their implications on the workforce.
Why Leading Transformation Successfully Requires a Shift of Leadership Mindset
This article explains why transforming leadership mindset is a critical requirement of all successful transformational change efforts.
The Human Dynamics of Change Part 1: Turning Resistance into Commitment
In this webinar, Dean Anderson provides insight and methods for assisting employees to move out of resistance to full commitment to their organization’s change efforts. He explores core human need and how they “cause” resistance, and the emotional transitions people go through to move through resistance.
Download Presentation. (PDF, 1090 KB)
The Human Dynamics of Change Part 2: Mindset and Other Invisible Causes of Success (and failure)
In this second part, Dean goes deeper into the underlying causes of resistance. He addresses mindset and culture, shows how awareness and mindfulness are the fundamental “cures” of resistance, and provides tips on how to assist stakeholders to become more mindful and release their resistance.
Download Presentation. (PDF, 1633 KB)
Strategic Intelligence of Using a Common Change Methodology
In this part one, Linda Ackerman Anderson outlines the challenges, risks and problems that occur in organizations that use multiple approaches to change, and reveals the many benefits of using a common process methodology.
Savvy Strategies for Implementing a Common Change Methodology
In this second part, Linda describes eight key strategies that ensure your organization will get full benefit from using a common change process methodology.