4 Disciplines for Long-Term Sustainability of Change (posted on tanveernaseer.com)

By | 2017-07-15T13:00:21+00:00 June 28th, 2017|Guest Blog|

Years ago, we each had a chance individually, to take a hot air balloon ride. Kendall’s adventure was fun and exhilarating. But for Tony, his ride was terrifying because of his fear of heights and small places. The thought of being thousands of feet in the air in a small basket was petrifying. After comparing our two experiences, we realized how similar our adventures were to how change affects employees. Full Article >

Making Change Aligned with Company Strategy (posted in the National)

By | 2017-07-15T12:40:57+00:00 June 20th, 2017|Guest Blog|

Only 30 per cent of change succeeds, say authors Kendall Lyman and Tony Daloisio – and a 70 per cent failure rate would be unacceptable outside the ranks of leadership. That figure comes from a 1996 study by a Harvard Business School professor. The pair authors are partners at The Highlands Group, a US-based management consultancy specialising in strategy, organisational change and leadership development, which has worked with Kellogg’s, KPMG, Merck, Mobil and AT&T. Getting change right can have win-or-fail and even life-or-death [...]

Changing Change (posted on Change-Leadership.net)

By | 2017-07-15T12:53:19+00:00 June 9th, 2017|Change|

CLP is offering customised change solutions for our international clients. We are working closely with our senior consultants, here specifically with Kendall Lyman and Tony Daloisio, USA, for this 500 words, to explore and deepen the topic of change leadership. This 500 words is an excerpt of the upcoming book Change the Way You Change: 5 Roles of Leaders Who Accelerate Business Performance by R. Kendall Lyman and Tony C. Daloisio be released June, 2017 Full Article >

Overcoming Resistance

By | 2017-07-15T11:22:52+00:00 May 12th, 2017|Change|

In a study by the Conference Board, respondents rated organizational resistance as the biggest challenge to implementing successful change. Resistance is a natural reaction to any change. For example, employees have been trained to work in a particular way; they follow certain processes; and they have mastered those processes over time. Then a change comes along. Isn’t it natural that at least some people would question the change even when the reasons are compelling? Others might go beyond questioning and simply refuse to [...]

Change Dilemma

By | 2017-07-15T12:40:27+00:00 April 4th, 2017|Change|

I bought a drink at a convenience store the other day for $1.16. Of course I didn’t have the exact change, so I ended up with a bunch of coins in my pocket for the rest of the day. Not sure about you, but I hate spare change in my pocket—not so much that I would say “keep the change,” but enough to let it annoy me. How similar is this to the changes we deal with in the work place? Most of [...]

Accelerating the Leadership of Change

By | 2017-07-15T11:27:27+00:00 October 12th, 2016|Change|

“There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders by all those who could profit by the new order. This lukewarmness arises from the incredulity of mankind who do not truly believe in anything new until they have had actual experiences with it.” —Niccolo Machiavelli, Italian historian, politician, [...]

Team Alignment

By | 2017-07-15T11:22:04+00:00 July 23rd, 2016|Teams|

We were recently with a client whose industry is experiencing major disruption. Consequently, the company is facing possible failure. When we asked the CEO what was the most critical thing we could help his team with during this difficult time, he responded: “The absolute alignment of my senior team around our strategy.” As Andrew Carnegie said: “Teamwork is the ability to work together toward a common vision; the ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common [...]