WHEN I ASK THE MANAGERS and other professionals who attend my classes how many of them are involved in creating change of some sort in their organizations, close to 90 percent raise their hands. When I ask the same managers about the results of their efforts, most admit that the results leave much to be desired. Inertia, resistance, habitual routines, and entrenched cultures slow the participants’ progress at every turn.
There is no doubt that the capacity to lead change is at the top of the list of leadership competencies. But in today’s fast-paced and resource-constrained environment, many of us are delivering 100 percent on the current demands of our jobs. Not only is there little time to think about the ...
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