Do you have the capacity in your organization to succeed at change AND current operations? Or, will one succeed at the expense of the other? This article examines the issue of managing capacity across change and operations, and recommends how leaders can deal with it to increase their success at both.

Discover what you need to become a successful change leader, and why change management is insufficient to support transformational change.

This article explains why transforming leadership mindset is a critical requirement of all successful transformational change efforts.

Discover the limitations of command and control as a change leadership style, and why a "co-creative" style produces significantly greater results in nine out of ten transformational change efforts.

A good change consultant's primary job is to catalyze insight and clear thinking in their clients so they are able to lead their organization's change efforts with greater skill and competency. Sometimes the catalyst for such insight is another executive who knows to ask the questions that promote the right type of thinking and actions to support change.

Both the change process and the change tool approach have their benefits and limitations. Learn the differences between the two, which generates greater success, and how to make your decision about which approach you should take.

A frank and pragmatic letter to senior executives about what they need to start doing, stop doing, or change doing to effectively sponsor and lead large, transformational change efforts.

Transformation is complex and dynamic. Knowing what to do -- and when and how to do it -- is a major challenge. In this overview, you will discover how to use the nine-phase Change Leader's Roadmap to plan, design and implement your major change efforts successfully.

Based on twenty-five years of action research, here are the ten most critical actions you can take to ensure the success of your transformational change efforts.

Performance losses from finger-pointing and blame often permeate union-management relations. In this article, we will outline the keys to building successful union-management partnerships that will dramatically improve your organization's performance and simultaneously increase employee morale.

Creating an effective stakeholder engagement strategy is an extremely important aspect of your overall change strategy. The more engagement you have, the more commitment and positive contribution you will have, and, as engagement goes up, resistance goes down. However, stakeholder engagement is not easy. It takes time and resources to coordinate involvement, and takes people away from their normal operational jobs. This Info Sheet will help you think through the key aspects of stakeholder engagement in preparation for designing your engagement strategy.

The purpose of this tool is to help you design your stakeholder engagement strategy. On Worksheet 1 of this tool, you will assess your track record with employee engagement. If you have recently conducted a change history audit or employee readiness and capacity assessment, review that data as input. Worksheet 2 focuses on identifying the underlying assumptions and beliefs your change leaders have about stakeholder engagement. These assumptions may have played out in the experiences you identified on Worksheet 1. You may want to think about your answers first by yourself, before engaging your entire change leadership team in this discussion. Worksheet 3 asks you strategic questions to prepare you for creating your overall engagement strategy. Answer these questions with your change leadership team. Using your insights and guidance from Worksheets 1, 2, and 3, use Worksheet 4 to create your actual engagement strategy for this change effort.

Worksheet 1: Your Track Record with Stakeholder Engagement
Worksheet 2: Identifying Underlying Assumptions and Beliefs About Stakeholder Engagement
Worksheet 3: Preparing for Your Engagement Strategy
Worksheet 4: Creating Your Engagement Strategy

Employees more readily commit to change when they understand why it is occurring and how it will benefit them and their organization. Learn how to use a very effective tool to provide this "big picture" understanding and generate greater employee commitment.

This article identifies the six faulty assumptions and practices that limit the effectiveness of change communications. Are these occuring in your organization? If so, try these strategies to correct them.

This article addresses the critical importance of leaders walking the talk of the changes they are asking of their organizations -- in mindset, behavior, and relationships. It poses three questions to raise this flag, identify the personal changes leaders need to make, and explore strategies to accomplish this development in support of the change.

Overcome one of the primary challenges of leading change. Learn what causes employee resistance, what resolves it, and how to work with it to maximize the results you achieve in your change efforts. Gain 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 change efforts more successful.

Learn seven key practices for building your organization's change capability that you can immediately implement without burdening your organization with yet another improvement program.

In this article, we outline a seven-step process that will enable your organization to actually implement a common approach to change and maximize your return on this key investment.