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Change Leadership

3 Myths About Leading Organization-Wide Transformational Change

Your company’s ability to implement transformational change directly impacts how quickly your company can grow. The faster your company is able to change and adapt to a customer’s needs or a changing market, the more quickly your company is prepared to boost sales growth. Yet some executive leaders limit their company’s growth by accepting commonly-held myths about transformational change.

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How to Empower Employees to Make Their Own Productivity Improvements

In the world of business, good change is brutally hard. And changing a culture is even harder—that is, without demonstrating a better way for employees to physically and mentally do the work they were hired to do.

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5 Hot Tips for Creating an ‘Interim CEO’ Plan

Like United Continental, which needed to replace Oscar Munoz after his heart attack, and Mattel, whose former CEO Bryan Stockton resigned without warning in January, companies can find themselves needing an interim CEO at any moment.

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How Big Mac Reacts to Attack: Recovering From Missteps

When Don Thompson stepped down as CEO of McDonald’s, the company did not cloak the transition in innuendo by waxing on about the character of this beloved, loyal, experienced official. The simple truth was evident: McDonald’s was losing ground and the board was not confident in his ability to fix things.

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3 Tactics for Creating a Successful Turnaround Through Positive Cultural Change

Not many companies have had as much tumult lately as Sprint, which, in February, took a $1.9-billion quarterly write-off because of the reduced value of its trade name. The company’s stock price is down by more than 50%, from a high of $9.74 in June, 2014 to $4.28 on February 26, 2015, but the sale price has somewhat stabilized over the last 30 days.

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Kai and Zen: 5 Steps to Making Good Change Stick

Change is inevitable and it's hard, but how you lead it sets the tone for your entire organization. While achieving short-term deliverables is possible using fear as your dominant motivator, the probability of making long-term improvements stick from short-term thinking, or from too big of an improvement project, is nil. That kind of change is bad. Make change good however, and the corresponding improvements become sustainable, and appreciated by those whose lives are influenced by it.

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A Blueprint for Stemming a Corporate Culture Crisis

In struggling organizations, problems can arise and reinforce one another in a kind of tragic spiral. Among staff and management: silence, denial, blame, contempt, avoidance, turf protection, passivity and powerlessness often emerge and feed on each other.

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