January 22, 2013
I’ve talked about our “character/presence package,” and how it affects clients, as well as the overall results we all want to achieve in our work. I feel strongly that it is the heart of who we really are as change practitioners. In this series, I want to explore how we can cultivate our character to increase the impact our presence has with clients.
November 7, 2012
What is behind the shortage of courage and discipline within our professional community of change practitioners? Why do so many of us lack the confidence to express the conviction we have for the approaches we use? In this new series, I’ll offer ways we can take a more authoritative stance with clients when we advocate for utilizing our chosen methodologies—as they were intended to be applied.
October 2, 2012
In the two previous posts of this series on victimization, I wrote about the negative impact it can have on people and organizations. Here, I describe what happens when victimization surfaces during a change initiative, and the ways it effects our profession.
August 21, 2012
Contrary to how some people relate to the term “burning platform,” I don’t see it as a story of disaster. To me it’s a tale of courage and tenacity that illustrates the commitment necessary to face the risk and uncertainty inherent in departing from the current state of affairs.
I never intended to give the impression that an emergency was always necessary to motivate sustained major change. If one word is associated with the story, I would prefer it be resolve rather than peril. People don’t have to face a life-threatening situation or organizational insolvency in order to support fundamental change. I’ll say more about that in this post.
May 15, 2012
Recently, I was asked three separate questions by change practitioners (in three different settings) that I feel are linked. Those three questions, addressed in this post, are all tied to the same thing—practitioner confidence—which is a subject I suspect many of us can relate to.
November 8, 2011
In this series, I’ve been discussing the importance of having tough conversations with clients when warranted. In this last post, I describe seven ways to stay confident and centered during a tough conversation.
October 25, 2011
In my last post, I said that it’s sometimes necessary to have uncomfortable conversations with clients in order to keep the change initiative on track toward realization. But how much uneasiness is enough? How much is too much? In this post, I describe a “discomfort continuum” that I use to determine the answers to these questions.