Change Leadership - Theory & Practice
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Change Leadership - Theory & Practice
Helping students, clients, (and myself) bridge the gap between knowing and doing
Curated by Eric Payne
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Why So Many High-Profile Digital Transformations Fail

Why So Many High-Profile Digital Transformations Fail | Change Leadership - Theory & Practice | Scoop.it
The graveyard includes GE, Ford, Burberry, Nike, Lego, and P&G.
Eric Payne's insight:
the lesson? a holistic approach that aligns people, process,and tools will have a better chance at success
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Never Waste a Good Transformation - Change Management Blog

Never Waste a Good Transformation - Change Management Blog | Change Leadership - Theory & Practice | Scoop.it
The staffing of such an office, as well as the appointment of these all-important initiative leaders, and sometimes the change agents who accompany them, is an absolutely make-or-break set of decisions.
Eric Payne's insight:
4min.  "The staffing of such an office, as well as the appointment of these all-important initiative leaders, and sometimes the change agents who accompany them, is an absolutely make-or-break set of decisions."
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Starting a Transformation? Don’t Change Everything!

Starting a Transformation? Don’t Change Everything! | Change Leadership - Theory & Practice | Scoop.it
Three conversations that can mobilize your team during a reorganization.
Eric Payne's insight:
3 powerful conversations-- Where have we been? where should we be going? what adjustments should we make?
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Transformation with a capital T | McKinsey & Company

Transformation with a capital T | McKinsey & Company | Change Leadership - Theory & Practice | Scoop.it
Companies must be prepared to tear themselves away from routine thinking and behavior.
Eric Payne's insight:
"Executives embarking on a transformation can resemble career commercial air pilots thrust into the cockpit of a fighter jet. They are still flying a plane, but they have been trained to prioritize safety, stability, and efficiency and therefore lack the tools and pattern-recognition experience to respond appropriately to the demands of combat"
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Susanna Lavialle's curator insight, July 12, 2017 7:32 PM
Interesting views about the CTO - and T here for transformation, not technology. It is also so true that sometimes - quite often - politics come in the way. People tend to calculate based on what is advantageous for their image, relationships or making sense for their career. You have to dare look outside to make observations and spot real dramatic improvements that may challenge the status quo. Agree, if the leadership is not at least a bit uncomfortable, then it means you are not doing the job. There is very little comfort in changing mindset and challenging your colleagues and their current the ways of working. But first you have to change the prevailing paradigm, to change their lenses - and help them see the world your way.
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The First Time America Freaked Out Over Automation

The First Time America Freaked Out Over Automation | Change Leadership - Theory & Practice | Scoop.it
It was the 1950s, and the problem was solved quickly. But the same strains beneath the surface still haunt us.
Eric Payne's insight:
a bit long, but a nice historical account. "I think the men have finally outsmarted themselves."
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The CEO’s role in leading transformation | McKinsey & Company

The CEO’s role in leading transformation | McKinsey & Company | Change Leadership - Theory & Practice | Scoop.it
For CEOs leading a transformation, no single model guarantees success. But they can improve the odds by targeting leadership functions: making the transformation meaningful, modeling the desired mind-sets and behavior, building a strong and committed team, and relentlessly pursuing impact. Together, these can powerfully generate the energy needed to achieve a successful performance transformation.
Eric Payne's insight:
Some practical counsel that has stood the test of time.
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How to Anticipate the Difficulty of Effecting Change in Your Company

How to Anticipate the Difficulty of Effecting Change in Your Company | Change Leadership - Theory & Practice | Scoop.it
Anticipating resistance to change is key in change leadership. Yes, logistics cause resistance. But, a greater source exists. Where do we look for it?
Eric Payne's insight:
strong relationships decrease resistance
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Three Meaningful Strategies for Managing Rapid Change

Three Meaningful Strategies for Managing Rapid Change | Change Leadership - Theory & Practice | Scoop.it
Faced with rapid global, social, and marketplace changes, companies need effective ways to adapt.
Eric Payne's insight:
"....What individuals in an organization perceive as intrinsically valued and rewarded will motivate them to adapt in ways that are long lasting."
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Does Anyone Really Like Change?

Does Anyone Really Like Change? | Change Leadership - Theory & Practice | Scoop.it
Change is trouble. But that fear means you’re doing something meaningful. Because change - that’s creation.
Eric Payne's insight:
Trouble or opportunity?
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Sustaining the momentum of a transformation | McKinsey & Company

Sustaining the momentum of a transformation | McKinsey & Company | Change Leadership - Theory & Practice | Scoop.it
Five elements can keep bad habits from reasserting themselves.
Eric Payne's insight:
The importance of sustaining a transformation may sound obvious—and the actions required straightforward. But they’re not.
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changeable brains

changeable brains | Change Leadership - Theory & Practice | Scoop.it
infographic on neuroplasticity
Eric Payne's insight:
brain science that is understandable and useful
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3 Rules of Change We Too Often Forget

3 Rules of Change We Too Often Forget | Change Leadership - Theory & Practice | Scoop.it
Sudden change can disorient and confuse us. Fortunately, our brains are insanely well-equipped to handle it.
Eric Payne's insight:
just like rock paper scissors; chaos trumps order --exploration trumps chaos-- and order trumps exploration
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Innovation Excellence | Why Only Adoption Matters

Innovation Excellence | Why Only Adoption Matters | Change Leadership - Theory & Practice | Scoop.it
Recently I had an opportunity to interview Chris Laping, the former Chief Information Officer (CIO) for the Red Robin restaurant chain about some of the challenges in achieving successful organizational change.
Eric Payne's insight:
capacity, design, and alignment must be and can only be provided by leadership
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Harvard’s President on Leading During a Time of Change

Harvard’s President on Leading During a Time of Change | Change Leadership - Theory & Practice | Scoop.it
Drew Gilpin Faust, the president of Harvard University, talks about leading the institution through a decade of change, from the financial crisis to the Trump era. Faust discusses how communicating as a leader is different from communicating as an expert, the surprising ways her study of U.S. Civil War history prepared her for the top job, and what it’s like to be the first female president in the University’s four-century history.
Eric Payne's insight:
15 min read. "....being a historian is studying change, how people change, why people change, why they resist change. And leading an organization is about bringing people through change and understanding how to make them comfortable with addressing new realities, how to make them envision and imagine beyond the present, and how to create a culture in which people are eager to follow and to move to new places."
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To Lead Successful Change, 'When' Is Just As Important As 'How'

To Lead Successful Change, 'When' Is Just As Important As 'How' | Change Leadership - Theory & Practice | Scoop.it
We all know timing is everything, but don't always know how to make decisions about "when" to do something. Especially during times of change. Bestselling author Dan Pink offers insights from his new book "When" for how leaders can increase their odds of success when leading major change.
Eric Payne's insight:
Dan Pink's new book talks a lot about individual timing, this is an organizational perspective  on Dan's material
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Stop Using the Excuse “Organizational Change Is Hard”

Stop Using the Excuse “Organizational Change Is Hard” | Change Leadership - Theory & Practice | Scoop.it
Our attitude toward change is as important as our execution.
Eric Payne's insight:
The power of positive thinking.....
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Changing Company Culture Requires a Movement, Not a Mandate

Changing Company Culture Requires a Movement, Not a Mandate | Change Leadership - Theory & Practice | Scoop.it
Frame the issue in a way that stirs emotion.
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Could Solving This One Problem Solve All the Others?

Could Solving This One Problem Solve All the Others? | Change Leadership - Theory & Practice | Scoop.it
The biggest problem with humanity is humans themselves. An all-star team of academic researchers thinks it has the solution: perfectin
Eric Payne's insight:
"I would say that the Holy Grail of enduring behavior changes is when you change identity, when you’re the sort of person who buys cauliflower and sunflower seeds and goes to the gym every day. "
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agile is an adjective

agile is an adjective | Change Leadership - Theory & Practice | Scoop.it
author describes why Agile adoption is misguided
Eric Payne's insight:
Too many organizations think that doing Agile is the same as being agile
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Seth's Blog: Drip by drip and the thunderclap

Seth's Blog: Drip by drip and the thunderclap | Change Leadership - Theory & Practice | Scoop.it
Sea levels are rising. It happens every day, and it's been going on for a while. Most people aren't noticing, and won't, until it gets worse. On the other hand, a hurricane or a flood captures everyone's attention an
Eric Payne's insight:
nice reminder that a two pronged approach works best
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A leaner public sector | McKinsey & Company

A leaner public sector | McKinsey & Company | Change Leadership - Theory & Practice | Scoop.it
Through lean and Six Sigma initiatives, public-sector agencies can improve performance and productivity--but the impact won’t stick if they ignore the “soft” side of making operational change happen.
Eric Payne's insight:
just a reminder about taking a holistic approach
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Overview of Blog posts: Change with Culture and Positive Leadership | OCAI online

Overview of Blog posts: Change with Culture and Positive Leadership | OCAI online | Change Leadership - Theory & Practice | Scoop.it
Overview of Blog posts on Organizational Change with Culture and Positive Leadership
Eric Payne's insight:
The circle determines the crucial behaviors and beliefs that will make them succeed. 
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Actualizing Organizational Core Values: Putting Theory into Practice

Actualizing Organizational Core Values: Putting Theory into Practice | Change Leadership - Theory & Practice | Scoop.it

The literature on organizational culture and leading by shared values suggests a prescriptive model for use by leaders in actualizing stated organizational core values. Utilizing a qualitative case study approach, this study sought to examine the efficacy of this theoretical model in representing actual efforts by practitioners to embed diversity as a new organizational core value. Leadership actions to embed and actualize diversity as an institutional core value at two private universities were examined and compared. Findings suggest the theoretical model inadequately addresses the critical role of contextual assessment and under represents the dynamic cyclical nature of value embedding and actualization processes, particularly with respect organizations with high stakeholder turnover such as institutions of higher education.

Eric Payne's insight:
8-stage model for deliberately changing core values.
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insight from Mike Lehr

insight from Mike Lehr | Change Leadership - Theory & Practice | Scoop.it
an interview with a master
Eric Payne's insight:
The top three mistakes are: Inadequate relationship building Overdependence on process Overreaction to resistance
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Raising Your Game: A Journey To Increase Your Impact | Leadership & Change Magazine

Raising Your Game: A Journey To Increase Your Impact | Leadership & Change Magazine | Change Leadership - Theory & Practice | Scoop.it
Eric Payne's insight:
character and presence matter for consultants, change agents and leaders
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