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The Most Important Habits for Driving Change
About 70 percent of change initiatives fail, most from failure to change behavior. To succeed, focus on a concrete vision as the reward, ask questions to help people see the world in new ways, and embed these new habits by repeating them over and over.
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Inspirational Messages
The story line of inspirational messages emphasizes the future over the status quo, notes that you as the leader have succeeded in similar situations, describes what new mindsets and behaviors are needed, and expresses confidence that you will succeed together.
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Managing Change: Give People the Why
To drive change, you need to explain the why. Without the purpose, you are never going to get there.
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The Crucial Starting Point for all Powerful Change Leaders
About 70 percent of change efforts fail. If people are unmotivated, add more “heart” — the benefits from change. If they work hard but unsuccessfully, add more “head” — the “what” and “why.” If they are paralyzed, add more “hands” — plan, process, and skills.
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Change at Different Levels of the Organization
Executives focus on purpose, managers on process, and supervisors on people. Executives should translate their visions into plans and tactics, managers should insure that key players are on board with change, and supervisors should give constructive criticisms.
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Leading Change: Act Your Way to New Thinking
When you want to change a culture, act your way to new thinking; don’t think your way to new action. On the submarine Santa Fe, when problems were attributed to “they,” a saying was born: "There’s no 'they' on Santa Fe." Inside the Santa Fe “they” became “we.”
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Know When to Introduce Change
When change is introduced at the right times in people's lives, they are more likely to accept it.
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Change Is a Group Opportunity: Ask, Don't Tell
To change something in the organization, don’t go to management with a slide presentation. The change must belong to the people.
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Leadership Imperative: Keep Hope Alive!
The function of a leader is to keep hope alive.
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Change through Rapid Transformation
To lead change in your organization, create cross-functional teams to work on the pieces and engage in rapid transformation: 1) create a sense of urgency, 2) diagnose the root causes, 3) envision the future, and 4) write a detailed implementation plan.
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Leading People Through Change
Amy Butte, former CFO of the New York Stock Exchange, shares how she worked with Finance employees to get their buy-in, which was key to making tremendous technological, organizational, and procedural changes possible.
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Leading Change at All Levels
The traditional change model is top-down. This restricts the range of ideas. Distributed-leadership organizations encourage ideas from people at all levels. The emphasis is on agility, innovation, and speed — sensing and seizing opportunities quickly.
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The Impact of Change - The Human Side
Some key advice to managing the human side of change.
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Communicating a Vision for Change
John Kotter explains how to avoid the pitfall of under-communication during a change effort.
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Changing a Culture: You Can't Do It By Yourself
Culture change is everyone's job. Keys are good executive leadership and an emphasis on small strategic wins.
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The Business Case for a Workforce of One
The business case consists of three components: 1) the potential for increased business, 2) the potential for increased workforce productivity and higher retention, and 3) the costs to implement the new people practices.
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Leading a Team Through Change
When leading a change: 1) don’t get too far ahead; 2) give people a sense of purpose; make it seem clear and simple, even when it’s complicated; 3) be open to feedback; 4) celebrate the past as you move ahead; and 5) be genuinely excited about what you do.
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How Diversity Drives a Workforce of One
The new generation grew up on computers and technology; they already customize everything, and bring those expectations into the workforce. The workforce is also multigenerational and global.
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Overhauling Talent Management To Meet Market Demand
As needs change in the marketplace, talent and learning functions have to adapt. Eva Majercsik describes how she helped overhaul talent management at her organization.
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Crafting A Successful Change Initiative
Company-wide change initiatives are rarely easy to undertake—but they can be highly effective. Andy Halford talks about how to initiate change that promotes growth and health.
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Embracing Change in Formula One Racing
Every member of a Formula One team, at every level, in every job, is constantly looking for change, both in their competition and in technology —automotive engineering, aerospace engineering and ICT (information and communications technology).
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Use Meetings as an Engagement Opportunity
Have a clear purpose for the meeting, the right people in the room, and clear decision rules.
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Leading Change
Leaders who want to effect change need to understand the psychology surrounding it, says Anne Riches. Here she describes that psychology and gives tips for leading change.
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Planning for Change
When you are planning for change, Anne Riches explains, you need to plan for resistance. A certain element is likely to resist, but you need to maintain your focus on leading the majority who are willing to go forward with the change.
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How to Influence and Lead Change
A leader only needs followers. Focus on your team.
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Seventy Percent of Our Thoughts Focus on Fears
To determine your relation to your fears, name your fears on the perimeter of a wheel. The distance from the center shows where you are relative to each fear. This exercise helped a manager understand his relation to managers vs. peers. Then write “I want” statements.
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Be Curious
Seventy percent of our thoughts focus on fear. This creates neural networks that contain “rust.” To leave a small town, there are only a few roads, but a major city has many. To create a dense neural network, be curious. Try new things. Focus on the positive.
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Change and Motivation Science
In the midst of change, let motivation science lead the way.
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Common Goals, Common Rewards
To make all 2,000 employees feel they were contributing to organizational goals they coined the phrase, “One mission one team.”
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Securing a Common Vision and Strategy
When employees are given a clear vision and empowered with responsibilities and accountability, they flourish.