linda anderson smallI recently had a wonderful opportunity to talk to Linda Ackerman Anderson, co-founder of Being First, the change leadership and transformational change consulting and training firm based in Durango, Colorado. Linda has done a tremendous amount of change work for Fortune 1000 companies, as well as government and military organizations. She speaks all over the world and is one of the pioneer thought leaders in change management and organization transformation.

Linda and her partner/husband, Dean Anderson, have written two books:

Beyond Change Management: How to Achieve Breakthrough Results through Conscious Change Leadership and the companion piece, The Change Leader’s Roadmap: How to Navigate Your Organization’s Transformation. These books are in their second printing, and are now available at www.changeleadersnetwork.com or your favorite bookseller.

I don’t often run across people who have been trying to understand change as long as I have, but Linda and I started off as novices at roughly the same time. She began her change management career in the late 70s, and by the early 80s, she had started her own consulting firm. Linda and I met soon after that, while we were working as consultants to Alcoa. I was struck by the depth and sensitivity of the perspectives that Linda brought to the work—and that was back in the early days when she was just formulating her ideas about change!

In the first segment of our interview, Linda gives her perspective on the deeper implications of conscious change leadership. You will want to hear her opinion on the percentage of leaders (and even change practitioners) who understand the importance of leading change from the inside out, as well as from the outside in. Click the arrow on the bar below to listen.

 

In segment 2, Linda offers her thoughts on using five strategic change disciplines to build lasting and masterful change capability in our organizations.

1.      Creating an enterprise change agenda

2.      Using a common change methodology throughout the organization

3.      Establishing change infrastructures (such as best practices, templates for the case for change, change communications, engagement, etc.)

4.      Creating a strategic change “center of excellence” (a network, not an empire!)

5.      Putting a strategic change office (an executive-level function) in place

Click the arrow on the bar below to listen.

 

In segment 3, Linda shares her interesting perspectives on the label—change management professional—we all use in this industry. (Hint: It’s change leadership, not change management.) Click the arrow on the bar below to listen.

 

Next series: Capacity and Demand

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