You are already living your values whether you’ve ever thought about them or not. When someone asks your employees, “What’s it like to work here?” Or a potential supplier asks, “What are they like to work with?,” you will hear … Read More..
Leading Change
What the Magna Carta Could Teach Corporate Leaders
This month marks the 800th anniversary of the signing of the Magna Carta, a document that provided rule-of-law protection for the people. Lord Dening, a 20th Century British jurist, called it “the greatest constitutional document of all time, the foundation … Read More..
How Can I Tell if People Are Going to Support or Resist Me?
(#7 in The Energy Bar series) Although The Energy Bar is a simple and practical tool — some people watch the three-minute video and put it to use immediately — others get stuck because they don’t know how to use … Read More..
Stop Me Before I Talk Again
(#4 in The Energy Bar posts) Here’s a question for you. What’s the biggest thing that blocks your ability to influence others? The answer: your mouth. Years ago, as part of a planning group, I was talking passionately about the … Read More..
Why Use the Energy Bar?
[To gain a quick understanding of The Energy Bar, please watch this 3-minute animated video. The Energy Bar} I’m a big fan of theories and approaches on influence and change (in fact, I even developed a couple of my own), … Read More..
Resistance to Change – Why it Matters and What to Do About It
Nearly two-thirds of all major changes in organizations fail. That’s pretty sobering information. Did you know that: only about 30 percent of re-engineering projects succeed 23 percent of mergers make back their costs 43 percent of quality … Read More..
Avoiding Knee-Jerk Reactions
Sample Chapter excerpted from Rick Maurer’s book Why Don’t You Want What I Want? :How to Win Support for Your Ideas without Hard Sell, Manipulation or Power Plays
(Click here to download this chapter excerpt — PDF file, 17 pages)
Making a Compelling Case for Change
One thing sets successful change management strategies apart from those that don’t work – people believe a change is needed. In a study we conducted,we found that in 95 percent of the successful changes, those who had a stake in the outcome understood that something had to change.
Making a compelling case for change is critical to your success. Everything else rests on your ability to get this message across. If you fail here, everything else is going to be harder. You will surely face resistance to change. And that’s not pretty. The change may take longer, cost more, give you headaches, and ultimately fail. Sadly, many rush past this phase and a pay a high price.
Are you certain that most (if not all) critical stakeholders see – and feel in their guts – a compelling need to change?
Here are some resources that can help you answer that question and make a compelling case for change.
The Tinman Needs a Heart
Even though the term reengineering is not as popular as it once was, the faulty thinking that supported it is still alive.
Why Clients Resist Consultants – and What to Do About It
Lawyers, used car salespeople and consultants should form the NTU club – Nobody Trusts Us. This article explains why people don’t trust consultants and what we can do about it.
