Category Listing

Change Management

  • 4 Things Leaders Misjudge During Change

    With the rapid pace of complex change in most organizations, leaders often get drawn into activities that take them away from the staff members they are leading. Frequent meetings outside of the work unit tend to be a major culprit. Absence from meaningful contact can cause leaders to misread what staff members are experiencing, some of which may be emotional and intense. Here are four critical dynamics leaders misjudge during times of change.


  • Tips for Making the Transition to a New Leadership Role

    Whether you move to a new organization or transit within your current place of work, the approach you use to begin a new leadership role can help or hinder your success. To staff members, a new leader is the source of hope as well as fear. Will you bring new insight and needed change? Or, will valued practices and relationships be damaged or destroyed? Make sure you send the right signals that calm staff anxiety and focus on building an effective collaboration that leads to a productive work environment. Here’s how.


  • 4 Things Guaranteed to Make Staff Resist Change

    Change is continual in most of today’s organizations. Some change may be met with applause, especially when bringing desired benefits. But, often the upshot is significant resistance. Most staff resist when they perceive they are losing something to which they are attached: i.e., relationships, status, physical surroundings, work processes, technology. But the blow is worsened when those initiating the change make these critical mistakes, reducing their credibility and trust.


  • How to Repair a Damaged Work Relationship

    We’ve all had encounters with co-workers that didn’t go well, yielding lasting negative consequences. The resulting tension in the air makes communication awkward and productivity often wanes. Realistically, some relationships are easier to repair than others, since you can’t force reconciliation. Making a sincere attempt to restore a damaged relationship, however, has a good chance of success if you follow these guidelines.


  • How to Effectively Communicate about Change

    Most organizations are in the throes of multiple changes, requiring leaders at all levels to be masterful in how they communicate. Staff resistance can be exasperated by faulty change messages that do a poor job of explaining why something different is needed. With so much change in the works, everyone is touchy about adding one more thing to their overflowing plates. Ease the burden by following these change messaging guidelines.


  • Three Ways to Manage Resistance to Change

    It goes without saying that not everyone responds well to change. In fact, studies say that in any given group of staff, three to seven percent will be hardcore resisters, while about 60 percent are in the “wait and see” category. The rest just go with the flow. To manage this dynamic, you have to prevent the strong resisters from contaminating the attitude of those standing by and those moving forward. Here are three sure-fire ways to offset the resistance.


  • Strategic Planning: A Primer

    Often short-staffed and under-funded, leaders are driven to focus on operational concerns – getting through each day, meeting short-term objectives and staying afloat. While it may appear this is the only way to survive, the opposite may actually be true. If an organization doesn’t take time to plan for the long term, it may get blindsided by becoming irrelevant or overtaken by a competitor with more savvy leadership.


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408 Parkers Lake Road #211
Wayzata, Minnesota 55391
Office: 612.867.8291