If you’re leading change . . .* Pitfalls and Possibilities: Getting Smart about Making Change

Change is as much an emotional process as it is an administrative one.

Regardless of well intended plans and policies,  people may find their way to change more through the opportunity of adapting to the clearly defined presence of the one leading change.

That’s why a better understanding of the dynamics of change and how to manage its inevitable hotspots may be the primary survival skills of effective leadership at any organizational level.

Here’s an orientation to the principles and practices of becoming your own best agent of change for the results you’re after . . .

Learn together through theory and practice . . .

  • foundations of well sponsored change: roles, responsibilities, and rewards;
  • effective responses to the reactivity that can undermine change and the results you want–
  • initiatives that foster open channels of communication and the key relationships required to sustain your outcomes.
  • An assessment template for continuously improving effort and results.

Bottom line . . .

Results that matter requires change that matters. Getting smarter about one delivers more of the other.

*** Employed by executive management teams to accelerate results; project managers to influence collaboration; staff organizations charged with promoting systemic change.