In teaching, we often distinguish between skill and will. If a student isn’t achieving, we try to diagnose whether it’s a matter of skill, will, or both. If a student doesn’t know how or hasn’t had enough access to instruction or practice, it’s more than likely a matter of skill. On the other hand, when […]
How to Change Behavior: Skill vs. Will Read More »
Great change leaders balance skills across four domains: Vision, Process, Relationships, and Problem Solving. It’s the well-rounded change leader who is best able to navigate constant change. While it’s common for some leaders to have areas of relative strength, focusing too heavily into one or two of these domains often means the others atrophy and
Assessing Your Strengths as a Change Leader Read More »
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 »
When people go through an organizational trauma, they find themselves asking “how could I have let this happen?” or “how could I have tolerated this for so long?” These questions directly implicate their own self trust. For those sticking it out through tumultuous change moments, self-trust is the first step in the journey of repair.
Organizational Trauma Part I: A Case Study and What to Do About It Read More »
The leaders who are successful in these situations are those who are able to detach themselves from a particular answer, and focus on creating the right containers—containers that enable others to do the right work at the right time.
Change Leaders Create the Right Containers Read More »
When things get hard—stakes are high, emotions are hot, interpersonal relationships are strained—we tend to hold on to our beliefs more tightly rather than loosen our grip and allow the question of whether there is a better way to emerge.
It Doesn’t Matter if You’re Right 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” Instead of “Change Management”? Read More »
We work with organizations, innovators, and entrepreneurs changing the world. We help them take big, high-impact ideas from start to finish, build the organizational culture and alignment necessary to enjoy the journey, and lift up their capacity and the capacity of their teams to lead and thrive in their most vulnerable moments.
What Does Outside Angle Actually Do? Read More »
The funny thing about problem-solving is that it is an inevitable responsibility in a world filled with uncertainty, but many people swing toward making problem-solving all of their job or none of it rather than putting it in its proper place.
Part IV: Problem-Solving Read More »
The leaders most likely to avoid this fate are the most well-rounded ones. They are not the 10 out of 10 visionaries; they are the 7 out of 10 visionaries who are also 7 out of 10 in process, and in relationships, and in problem solving. But this is an unnatural profile—one that requires not only improving in our weak spots, but also often demands that we calibrate against some of our own natural strengths.
The Well-rounded Change Leader Read More »
