Education. Dialogue. Transformation.

Capacity: The Number One Challenge in Leading Change Successfully

By Linda Ackerman Anderson January 16, 2017


We have surveyed  thousands of leaders and managers about their key risk factors in leading change. By far, having adequate capacity for change is their number one issue. Most report that they have too much change going on and no capacity to lead or execute it successfully. Often, the need to create capacity for change is not even on leaders’ radar. Without adequate capacity, change will fail.  

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Top Indications That the Scope of Your Change Initiative is Not Complete

By Linda Ackerman Anderson January 9, 2017

One of the most important variables in leading transformational change initiatives is having an accurate scope of change—what needs to change and how big is the impact.  When change leaders can’t see all the implications of what they are asking of the organization, it is common that the scope they identify is too small or only addresses the formal content of the change and leaves out the people dynamics essential to success. Both are essential to plan, resource, and support.

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Why Change? Great Change Leadership Starts with Your Case for Change

By Linda Ackerman Anderson January 3, 2017

What is a Case for Change?

When you initiate a change in your organization, your stakeholders and leaders will have questions about what is changing, why it is needed, the scope of the change, its urgency, outcomes, etc. Great change leadership starts with your case for change. Your case for change answers these questions so your impacted stakeholders and leaders can understand the purpose for the change initiative.

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Creating Effective Change Governance for Your Change Initiative: Who's in Charge of What?

By Linda Ackerman Anderson December 19, 2016

Change initiatives need the same clear and thoughtful governance as your organization’s operations. It may seem obvious that establishing change governance is important for a change initiative to be successful, but planning for it is often skipped in the rush to get started. Leaders may press for a plan of action that does not include effective governance to get a solution designed and deployed as quickly as possible. This is faulty thinking! Effective governance must be created from the very beginning to enable speed, efficiency, and effectiveness in designing and executing change. 

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Are These Mistakes Getting in the Way of Leading Transformational Change Successfully?

By Linda Ackerman Anderson December 12, 2016

After more than three decades of supporting executives in organizations undergoing transformational change, we are in a unique position to recognize common mistakes in how change is being led across industries. Many of our clients ask how we can so readily name the challenging dynamics they face without having worked inside their organizations. The answer is, these are common mistakes, and they are not unique to any one organization.  

How Can You Tell if You are Making Some of the Common Mistakes?  

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Ensure Employee Commitment to Change Initiatives: Creating Relevance and Meaning

By Linda Ackerman Anderson December 6, 2016

Most organizations have many change initiatives occurring at once, in all parts of the organization, large and small – all making demands on people. Employees know they are being asked or pressured to change, but they often do not know why in terms that are meaningful to them. This makes it difficult for them to have a personal commitment to change. Leaders often interpret lack of employee commitment as resistance, but it is more likely stakeholders not understanding why the changes are essential to the success of the business, and importance of their role in it. 

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Is Leading Your Organization’s Change Like Herding Cats? Create an Integration Strategy and Alignment

By Linda Ackerman Anderson December 1, 2016

Photo Credit: Rich Faber          

The absence of an overall initiative alignment and integration strategy results in change being run through multiple, separate, or competing sub-projects. It also results in initiatives being led as independent efforts, even when many may interface or impact one another or the same parts of the organization.This demonstrates a lack of sufficient alignment and integration among all the changes required for an overall change program. Without it, leading transformational change can be more like herding cats.  What is needed is making them all a part of one unified effort with an overall change strategy that integrates outcomes, plans, resources, and pace

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Transforming Organizational Culture to Ensure Successful Transformational Change 

What is Organizational Culture? 

An organization’s culture is its collective mindset. The patterns of widely shared (often unconscious) assumptions, beliefs, and values that form the basis of people’s ways of being, relating, and working, as well as the organization’s interaction with and success in its environment. 

In other words, an organization’s culture shapes everything that takes place in that environment. How people interact, how things are done daily, and how projects are managed is all a direct reflection of organizational culture. 

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Going for Organizational Breakthrough: The Qualities that Make a Good Leader

What Makes a Good Leader? Going from Unconscious to Conscious Leadership  

Achieving organizational breakthrough requires significant transformation, and leading organization transformation requires certain qualities that make a good leader 

These qualities of a leader are influenced by the level of outcome the leader is seeking. Leaders who seek outcomes not too far out of their organization’s current comfort zone of performance can lead as they always have. But leaders pursuing breakthrough require what we call “conscious leadership qualities.” The bigger the outcome leaders pursue, the larger the challenges they face, and the more their leadership qualities must bring out the best in themselves and others, and enable them to deal with the complexities that the big challenges entail.   

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How Going for Breakthrough – and Transformational Change – Raises the Bar on Business Results, Culture and Leadership

What is Your Definition of Success?

Each of us, as leaders, wants our organizations to succeed. We may define our success differently – profitability, earnings, market share, year-over-year growth, customer satisfaction, or product innovation – but we all have a set of metrics we pursue. 

What is your definition of success? And even more importantly, how far are you reaching outside your organization’s current comfort zone of capability and performance? Your level of “reach” is critical because it sets the stage for how much you can achieve.

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