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Dr. Linda Ackerman Anderson

Dr. Linda Ackerman Anderson

Dr. Linda Ackerman Anderson is an international speaker, bestselling author, and strategic advisor to the C-Suite and change consultants world-wide. For forty years, Dr. Ackerman Anderson has been guiding visionary leaders of America’s Fortune 500 companies, government agencies and global non-profit organizations to transform themselves and their organizations to Achieve Breakthrough in business results, culture, leadership, and executive team performance. Linda is the co-founder of Being First, one of America’s most innovative transformational consulting firms, and, with her partner, Dr. Dean Anderson, a co-creator of Conscious Change Leadership, an advanced Body of Work that integrates personal and organizational transformation. Linda received an honorary doctoral degree from Brandman University, part of the Chapman University system, for this pioneering work. Linda co-authored two cutting edge books that have become classics in the field of organizational transformation: Beyond Change Management: How to Achieve Breakthrough Results through Conscious Change Leadership, and The Change Leader’s Roadmap: How to Navigate Your Organization’s Transformation. She and her co-author, Dr. Dean Anderson, have published over 50 articles on human performance and organizational change, and are the co-developers of The Change Leader’s Roadmap Methodology.

Popular Posts

  • Are You a Visionary Leader?

     

    Are You a Visionary Leader?

    Few people aspire to win the Olympics, invent a breakthrough product, or truly make a legacy difference in the world. But as a leader, it is your job to identify what the real possibility is in your market, and then mobilize your people and organization to achieve that possibility. Visionary leaders inspire the passion and capability of their people to achieve breakthrough results. This starts with clarifying your vision.

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  • Achieving Breakthrough Requires Transformation in Four Key Areas

     

    Achieving Breakthrough Requires Transformation in Four Key Areas

    The four key areas that visionary leaders must address to identify the breakthroughs required to achieve their big visions.

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  • The Post-Visioning, Get Real Conversation

     

    The Post-Visioning, Get Real Conversation

    If you ask any CEO or senior executive of an organization if they have a company vision, they will say yes. If you ask most employees if their company has a vision, they will also say yes. In this day and age, everyone has a vision, but most are little more than posters on a wall.

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  • Self-Mastery: The Foundation of Co-Creating and Great Transformational Leadership

     

    Self-Mastery: The Foundation of Co-Creating and Great Transformational Leadership

    Great transformational leaders see the big picture and the relationships between market, organizational, human, and cultural dynamics. They can see the roadmap for solving complex challenges that create new possibilities.

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Latest Posts

Posts by Dr. Linda Ackerman Anderson

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Reduce the Cost of Change with a Well-Coordinated Integration Strategy

By | on 10, Apr 2017 |   integration strategy CEO Insights

For a new business strategy to be effectively executed, major changes will need to be made to your organization. This may mean implementing multiple strategic initiatives and sub-initiatives. Many CEO[...]

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A CEO’s Understanding of Human and Cultural Dynamics during Transformation Is Critical to Success

By | on 03, Apr 2017 |   leadership organizational culture employee engagement human dynamics of change CEO Insights

Sponsoring transformational change requires you, as CEO, to understand what makes people tick, both what ignites their passion and commitment and what causes them to resist change. It is also imperati[...]

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Why a CEO Must Keep a Strategic Overview of Organizational Change

By | on 27, Mar 2017 |   organizational change change leadership sponsorship CEO Insights

As the sponsor of major change, you have a critical change leadership role to play in your change effort – one that cannot be delegated to anyone else. After kicking off your initiative, you must stay[...]

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The Success of Organizational Transformation is Linked Directly to the CEO’s Behavior

By | on 20, Mar 2017 |   change leadership leadership development CEO Insights organizational transformation

Major change in an organization, especially transformational change, demands that people change personally—how they think, how they behave, and how they alter their ways of working that the transforma[...]

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How to Minimize Damaging Organizational Politics during Change

By | on 13, Mar 2017 |   transformational change employee engagement CEO Insights organizational politics

Large, complex change – especially transformational change – impacts people and processes across boundaries (boundaries of role, function, process, and organization). Organizational transformation dem[...]

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What Every CEO Should Know for Successful Change

By | on 06, Mar 2017 |   change leadership sponsorship CEO Insights

Your organization has embarked on a new venture which is going to require a lot of change. Of course everyone is hoping for the best – but please allow me to be frank with you now, to save you a lot o[...]

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Talk is Cheap! Successful Change Initiatives Depend on an Early and Sustained Employee Engagement and Communication Strategy

By | on 20, Feb 2017 |   employee engagement communications

Here is a troubling fact directly impacting the success of change: The people most affected by changes in their organization are not asked what they think will work best to achieve what the organizati[...]

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Too Much Change? Too Many Models? Organizational Change Needs to Be an Enterprise Discipline!

By | on 13, Feb 2017 |   transformational change organizational change change strategies Enterprise Change Best Practices Change Leader's Roadmap Methodology organizational transformation

Virtually all core functions in organizations are operated as strategic disciplines (e.g., finance, supply chain, marketing and sales, human resources, IT). This means they have consistent practices a[...]

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Employee Engagement as a Key Strategy for Change

By | on 06, Feb 2017 |   change strategies employee engagement human dynamics of change

Leaders of change initiatives often use strategies for change that announce, mandate, threaten, pressure, or expect people to change because the leaders say so. As a strategy to motivate employees, th[...]

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