The evidence is clear. It’s not whether you communicate during change that determines your organization’s success. It’s how you communicate.
You would never build a house without clearing the ground and laying a foundation. Yet that is what can happen when you jump right into implementing a change. Implementing an organizational change without ensuring there is a solid foundation first is like trying to build a house from the second story down. Read more
“I thought change management was just the people side of project management.” This was a comment made by a recent participant in my Living and Leading Change Program. I hear this comment often. It is not surprising because most leaders’ first exposure to change management is during the implementation of a project.
Dr. Dawn-Marie Turner CMC,
“We are ready, everyone has bought in.” I hear leaders use this or a similar type of statement as a signal their employees are ready for change. They are confusing buy-in with commitment.[1] Read more
by Dawn-Marie Turner, PhD, CMC
“People don’t like change.” I probably hear this statement at least once a week. Unfortunately, it perpetuates the thinking that people will try to avoid change. The reality is quite the opposite. Change is an essential part of our living experience. We change to live. But we don’t live to be changed. When you understand this difference, you can use the stress of change as a potential energy source.
