The better path is the navigational one. It involves having a vision for where you are going, and then regularly pausing to evaluate progress. Hypotheses are tested, and big challenges are broken down into smaller tasks. Action is constantly taken focused on doing the next thing.
Change Leadership is Always Navigational Read More »
Instead, we see change as a constant element of the context in which all people and organizations operate. … Every individual within the organization needs to become a sensory unit, a person capable of perceiving shifting context and communicating the implications of those shifts to their teams and leaders.
Why “Change Leadership”? Read More »
A clear vision is one that multiple people can see (and hear, feel, smell, and taste). A compelling vision is one that inspires people to work together and do something differently to bring that vision to fruition. Sounds awesome. So why not write down that vision so everyone can see it and then make that your vision statement?
Part I: A Clear and Compelling Vision Read More »
We admire Aimee and Lauren because they are relentlessly rigorous in their approach to doing good business while also being fundamentally committed to recognizing and doing right by people who often have many responsibilities beyond the walls of their workplaces.
Business and Family Can Go Together: Lessons from Aimee Watters and Lauren Hobart Read More »
We frequently hear from leaders that they want to establish environments that better engage (and thereby improve productivity of) their teams. We subsequently hear from teams that their leaders, however brilliant and articulate they may be, seem to sew ambiguity wherever they go.
Communication Problems Are Symptoms, Not Causes Read More »
The implications of this way of thinking about change seem big. How differently would we approach most change efforts if we thought about it from the beginning as a big exercise in shared learning, with lead learners leading the way?
Book Review: Leading in a Culture of Change by Michael Fullan Read More »
Devin taught us how to shape and lead processes that help people sit with uncertainty long enough for new and better options to surface, leading to better results for everyone.
Hold Space for Creative Solutions to Emerge: This and Other Lessons from Devin Vodicka Read More »
In this environment we have to think differently about how change works in teams, organizations, and communities. Traditional methods of managing and responding to change are too hierarchical, too geared towards technical challenges, and too slow.
We Are All Change Leaders Read More »
The benefits of, well, pretty much everything tend to accrue to those with the most power and privilege. This fact helps explain why communities that have been most disadvantaged historically are sometimes also the most skeptical about “change” or “reform”.
Power and the Importance of Inclusion During Periods of Change Read More »
Addressing underlying resistance to change requires recognizing that uncertainty is a healthy place to visit, but a destructive place to live. Teams, people, and organizations that are unwilling to step out into uncertain spaces are severely limiting the upside of what they can achieve.
Help Your Team Embrace Uncertainty Read More »
