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How to Change a Bad Habit
If you rely on discipline and self control to change a habit you will fail.
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Why We Procrastinate on Things We Care about Most
The things we care most about are often multi-step and challenging.
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Seven Ways to Message Change To Your Team
Despite the distractions created by change, leaders can keep their teams engaged and accountable and get their projects finished on time.
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Involve Others to Create Change
Wherever there is change, there will be resistance to that change. Involvement makes change possible.
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From Confrontation to Influence: Selling Up
When a team wants to introduce a change, they put together arguments that show how the change benefits the manager.
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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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Change Is Hard
Suggest that people make changes in small increments. Forcing a big change too soon ignites the amygdala and an emotional response associated with fear. It also releases Cortisol, which shuts down learning. Better to recognize and acknowledge your fears.
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Connect Vision to Action
Only about 30 percent of change efforts succeed. To beat those odds, increase productivity five-fold by ensuring that employees are at their peak. This occurs when the basics of project management are present, execution is high, and people have a sense of meaning.
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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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Lessons Learned from the Bulova Acquisition
Andrew Tisch shares the lessons he took away from the acquisition of Bulova.
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Managing Uncertainty through Scenario Planning
You can be proactive in managing uncertainty – including both worst-case and best-case scenarios.
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Executing Strategy
1) Leaders can set strategy but the followers are the real players. 2) Most work occurs across silos, not via the organization chart. 3) Use visual media to follow up, not reports and speeches. 4) Emphasize goal setting and alignment over performance appraisals.
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Leveraging for Personal Change
We can intervene with people at four levels: 1) teaching, 2) helping them imagine situations they may be in, 3) improving their attitudes by showing personal benefits, and 4) helping them change their beliefs.
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Managing Change
Five ways of thinking about change determine success.
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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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Working with Resistance
When people resist they complain. Listen to their complaints for the loss behind the anger and their fears of the future.
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Making Change Stick
Changes often don't stick because of the dissonance between logic and emotion, which compete for dominance.
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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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Changing While the Plane Is In Flight
How do leaders get the space to experiment with change while they keep the plane flying? That’s about recognizing things the leader does that have the most effect — the pieces that should stay on the plate, versus the pieces that can be removed or delegated.
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To Learn Your Talents Invite Future Feedback
To understand your talents better, when people congratulate you on something you thought was easy, thank them and ask, “What was it that you liked? And what’s the one thing you would change the next time?”
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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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Managing Change in a Global World
Michael Jarrett describes five activities that allow an organization to survive in times of change.
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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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Change Management: Deal with Cynics
Cynics can slow down or stop change initiatives. To deal with cynics start a new conversation.
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Negotiating Change
Negotiating change is never easy. It’s stressful for managers who are in charge of the change and for employees who are feeling the brunt of that change, but there are ways to go about that change, says John Smith, that can bring about a successful result.
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Results Through Collaboration
Successful organizations collaborate virtually with different people. 1) Collaboration requires reciprocity—a habit of giving. 2) Know whom to link with; successful teams network with stakeholders, not each other. 3) Collaboration assumes a complex task.
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Organizational Transformation
Organizations that transform themselves 1) know their priorities through external and internal insight, 2) conduct experiments, such as the value of telecommuting, 3) figure out how to scale results quickly across the entire organization, then repeat the cycle.
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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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How to Embed Change
To avoid “initiativitis,” a.k.a. churn, provide visible and committed leadership, a clear sense of direction, and needed resources. Most important, someone must measure outcomes and create an infrastructure that ensures that the change endures.
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Facilitating Chaos In Teams
Most people try to steer clear of chaos. Myles Downey tells leaders how to make chaos work for their teams.
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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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Tips on Developing a Blue Ocean Strategy
What factors should be eliminated or created to attract those customers and lower costs?
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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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Why is Change Difficult?
Change requires persistence and small steps.
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Dealing with Fear of Change
In a change effort, 20 percent will be ambassadors, 50 percent will be backseat sitters, and 30 will be percent detractors. Use the ambassadors to engage the 50 percent in going forward. Ignore the detractors; they’re a waste of time.
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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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The Theory of Constraints - Resistance to Change
This video is an introduction to Goldratt's latest development, and presents an example of the cause and effect logic on how to successfully overcome resistance to change.
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Change and Motivation Science
In the midst of change, let motivation science lead the way.
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Are You Consistent In Your Commitment to Change?
Constant change isn't any better than no change. Only change that is also progress is useful.
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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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Building a Differentiating Value Solution
At Data#3, they operate in a competitive marketplace; differentiation is important.
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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.
