{"id":13,"date":"2010-09-30T03:49:21","date_gmt":"2010-09-30T03:49:21","guid":{"rendered":"https:\/\/changeleadersnetwork.com"},"modified":"2016-06-09T19:51:31","modified_gmt":"2016-06-09T19:51:31","slug":"free-resources","status":"publish","type":"page","link":"https:\/\/changeleadersnetwork.com\/free-resources","title":{"rendered":"Free Resources for Change Leaders and Consultants"},"content":{"rendered":"
The articles and webinars below support the content of the Anderson\u2019s best-selling books on organizational change, Beyond Change Management<\/em><\/a> and The Change Leader\u2019s Roadmap<\/em><\/a>.<\/p>\n Ten Common Mistakes in Leading Transformational Change Awake at the Wheel: Moving Beyond Change Management to Conscious Change Leadership <\/a><\/strong> Building Your Change Strategy: How to Ensure that Your Effort Is on the Right Track<\/a><\/strong> Change Leadership: Minimizing the Chaos of Transformation<\/a><\/strong> Designing Your Engagement Strategy<\/a><\/strong> Do Your Leaders Have the Mindset to Succeed at Transformation?<\/a><\/strong> Driving Organizational Culture Change through Co-Creative Change Leadership <\/a><\/strong> Ensuring Your Organization\u2019s Capacity to Change<\/a><\/strong> Get Real: Plan for the True Magnitude of Change<\/a><\/strong> Getting Smart About Employee Resistance to Change, Part One<\/a><\/strong> Getting Smart About Employee Resistance to Change, Part Two<\/a><\/strong> How Command and Control as a Change Leadership Style Causes Transformational Change Efforts to Fail <\/strong><\/a> How to Increase Employee Commitment to Change <\/a><\/strong> Six Faulty Assumptions about Organizational Change Communications <\/a><\/strong> Stakeholder Engagement: Opportunities, Types, and Vehicles <\/strong><\/a>Articles<\/h3>\n
\n<\/a><\/strong>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.<\/p>\n
\nThis 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.<\/p>\n
\nDo you ever wonder, \u201cAre we attending to all the necessary areas for successful organizational change?\u201d This article outlines the ten key elements of an effective change strategy so you won\u2019t overlook critical success factors.<\/p>\n
\nThis article outlines four best practices to minimize chaos during transformational change\u00a0and 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.<\/p>\n
\nThis highly pragmatic tool walks you through the critical steps for building an effective stakeholder engagement strategy. Also see the article, \u201cStakeholder Engagement: Opportunities, Types, and Vehicles.\u201d<\/p>\n
\nThis 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.<\/p>\n
\nThis 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.<\/p>\n
\nLearn effective ways to address the change capacity challenges you face when you unleash change on an organization that is already running at full throttle.<\/p>\n
\nWith their own capacity to change\u00a0limitations, 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.<\/p>\n
\nThis 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.<\/p>\n
\nContinuing from part one, this article expands the exploration into what causes employee resistance and how best to resolve it.\u00a0Many organizational\u00a0change 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.<\/p>\n
\nThis is a thought-provoking article for leaders to evaluate how their style may be damaging their efforts to succeed at transformational change.<\/p>\n
\nThis article provides an invaluable tool for articulating what is driving your change so your employees can fully understand and commit to it.<\/p>\n
\nAll 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.<\/p>\n
\nThis 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, \u201cDesigning Your Stakeholder Engagement Strategy.\u201d<\/p>\n