September 10, 2013
I do not believe that as a profession we will ever approach our potential without considerable influence from more thought leaders who can advocate for the importance of character and presence in our professional development. In this final post of my thought leadership series, I explore seven key elements of the environment necessary to foster the growth of more who we are thought leaders.
August 6, 2013
A few months ago, I shifted the main focus of my writing on this blog from “what we do” to how we come forward as human beings when practicing our craft—who we are.
I marked this change in emphasis with the release of two core series—Character and Presence and Cultivating Your Character—that I consider the center of gravity for the who we are perspective. I then asked several practitioners whom I respect to write guest posts about how they relate to these two series.
I have compiled the two series, the reflections of two master change practitioners, and my answers to questions on character and presence into a document that I am now making available as a free download.
March 5, 2013
In this series, we’re exploring the implications of Joseph Campbell’s The Hero’s Journey through the eyes of Sara, a fictitious change practitioner. Sara is making important gains, but still isn’t operating at the mastery level. She is frustrated that her wisdom and insight don’t match that of veteran practitioners. But all that is about to change.
December 11, 2012
There is a stream of influence much more powerful than any of the terms change practitioners use, or procedures we deploy. Underneath what we do is who we are, and it is here where our optimum impact resides. Of all the things we draw on to create leverage for our clients, our true nature is our greatest asset. When we stay centered on this, and see it as core to the value we provide, we can live up to our full potential and help others do the same.
In this post, I explore the role of character in our work.
March 13, 2012
From time to time, both internal and external change practitioners are asked to help select key leaders who will have critical roles as an organization embarks on a vital transition. Unfortunately, many practitioners don’t give enough thought to what might be included in a change leader’s selection criteria. They toss something together quickly or access a generic list someone else has published that doesn’t take into account the particulars of the organization, the demands of the changes at hand, and the personalities involved. Leader appointment is an important aspect of change success and, as professional change facilitators, we are obligated to be as prepared as possible when asked to participate in the selection process.
In this series, I will share an extensive list of criteria I consider when asked to provide parameters for change-related leader selection.
February 28, 2012
Much of the work change practitioners are asked to engage in is symptomatic in nature. It’s our responsibility, not the client’s, to distinguish between indications of problems and the root cause of problems. Doing so sets the stage for interventions at the right level and provides meaningful, sustainable value from our efforts instead of the superficial relief clients tend to ask for.
In this post, I talk about how I answer when clients ask the question, “Can you help us find the alignment we need among senior team members?”
January 17, 2012
This post is the fifth in a series about ways to foster synergy during major transformational initiatives, using a four-phase model that includes Interacting, Appreciative Understanding, Integrating, and Implementing.
Effective communication and valuing others’ perspectives are important elements of fostering team synergy, but they’re not enough. Synergy is the result of communicating, valuing, and merging diverse viewpoints. As with the other two phases, accomplishing this integration is extremely difficult. There are four basic conditions necessary for integration to take place.