Discovery in A Million Dollar Mistake

I have noticed that though my clients often have created a plan, many do not incorporate an understanding of themselves to execute it, and so it is not adequately customized. Unleash your ultimate success by developing a strategy that seamlessly integrates self-knowledge to increase profits and personal fulfillment. Imagine the results of integrating that into your day-to-day life? Can you logically deduce the potential benefits and act accordingly?

Like me, you probably get e-mails everyday telling you about a new product that will automate cumbersome parts of your business. However, it is very easy to end up with a ton of software and books and still find yourself struggling with the same root issues.

Look, if you are going to invest in yourself or your business you must examine the big picture, not just one part of it. Acting haphazardly can actually take you farther off course, away from your true aspirations.

It's akin to getting bogged down in the details. There is a middle point between bogged down in details and skimming the surface.

I highly advocate dealing with your relationship to self as a primary objective because it has multiple benefits on nearly every level. That is the key to unleashing the secret to your success. The place to begin is developing a strategy with your requirements and objectives at the center.

You might like to know that I haven't always emphasized this relationship with self, component in my consulting practice. For a while I thought it was too personal, but time and again I saw that it was at the root of why the initial plan didn't work.

The turning point came for me after I had been consulting with a recreational vehicles parts manufacturing company. The company had earned well over $1,000,000 in profit meaning they were definitely profitable, so all seemed reasonably well. That is until I got inside.

There were a lot of communication problems, production was six months behind, what was being produced was mostly rejected work, and this contributed to issues of lacking supply inventory, nonexistent company morale...

You get the picture. After conducting my assessment, going over the production and sales logs, I made my report. Since my focus is on thought leadership and relationship marketing this was the framework in which my recommended solution was offered.

The managing director was unwilling to see the situation as a relationship that was dying and he wasn't interested in "throwing anymore money at it". Long story short, within six months half of the key staff had left and the company only had one remaining account to sustain the business, so much for another year of multi-million dollar profits.

I wondered if it would have saved the company if I had pointed out that the director was at the center of the entire fiasco, fanning the flames actually. I saw enough of his personality drama to understand the tension I sensed from everyone working with him.

This was a lesson to me about what is at stake if I pretend not see what is glaringly obvious. If the client doesn't see it, then that explains why they hire me. But what I witnessed did not ignite the joy that led me to go into this line of work.

In my life that moment indicated the need for self examination.Change management was no longer just a matter of business, it had become personal. I needed to reignite or maybe just reconnect with the source of what made my services distinctive.

For the next couple of years the focus was on following my passion - working with people I most wanted to work with rather than those best positioned to hire me. This may seem extreme to some, but it was a necessary part of my personal re-orienting process. I decided to offer my services to people who were truly in need, but unlikely to get the kind help I thought I could offer due to limitations in resources.

One of the most memorable and meaningful engagements was having the privilege of assisting women with children as they transitioned from homelessness. I became part of a mentor team - this took project and change management to another level because my heart was so engaged in the experience. This was quite different from merely managing a process. The role that was most fulfilling was acting as a personal coaching to develop some essential life and coping strategies because it became clear quickly that a little help could go along way for someone who has never been encouraged.

Out of those coaching relationships several entrepreneurs were born. Empowered to seize their destinies rather than merely being manipulated by the choices of those around them, I witnessed how the relationship with oneself can heal a life and transform an organization.

I was privileged to benefit from the experience of others and I realized how much our relationships could mean during times of uncertainty and transition. This is as true at both the personal and professional levels. However, it is impossible to make real progress with anyone that is unwilling to make the changes required to improve a situation.That was the wall I found as the source of most organizational crisis - dealing effectively with the resistance was easier said than done, making band-aid solutions very appealing in the short term.

Perhaps it easier to take the leap once one has nothing left to lose, except one's life.

It has been my honor to work with a number of talented, highly motivated and inspiring people. As we come to the end of this tête-à-tête, I encourage you to remain aware of the importance of relationships in reaching or staying on top of your game and the value in beginning with the relationship you have with yourself.

Discovery in A Million Dollar Mistake

I have noticed that though my clients often have created a plan, many do not incorporate an understanding of themselves to execute it, and so it is not adequately customized. Unleash your ultimate success by developing a strategy that seamlessly integrates self-knowledge to increase profits and personal fulfillment. Imagine the results of integrating that into your day-to-day life? Can you logically deduce the potential benefits and act accordingly?

Like me, you probably get e-mails everyday telling you about a new product that will automate cumbersome parts of your business. However, it is very easy to end up with a ton of software and books and still find yourself struggling with the same root issues.

Look, if you are going to invest in yourself or your business you must examine the big picture, not just one part of it. Acting haphazardly can actually take you farther off course, away from your true aspirations.

It's akin to getting bogged down in the details. There is a middle point between bogged down in details and skimming the surface.

I highly advocate dealing with your relationship to self as a primary objective because it has multiple benefits on nearly every level. That is the key to unleashing the secret to your success. The place to begin is developing a strategy with your requirements and objectives at the center.

You might like to know that I haven't always emphasized this relationship with self, component in my consulting practice. For a while I thought it was too personal, but time and again I saw that it was at the root of why the initial plan didn't work.

The turning point came for me after I had been consulting with a recreational vehicles parts manufacturing company. The company had earned well over $1,000,000 in profit meaning they were definitely profitable, so all seemed reasonably well. That is until I got inside.

There were a lot of communication problems, production was six months behind, what was being produced was mostly rejected work, and this contributed to issues of lacking supply inventory, nonexistent company morale...

You get the picture. After conducting my assessment, going over the production and sales logs, I made my report. Since my focus is on thought leadership and relationship marketing this was the framework in which my recommended solution was offered.

The managing director was unwilling to see the situation as a relationship that was dying and he wasn't interested in "throwing anymore money at it". Long story short, within six months half of the key staff had left and the company only had one remaining account to sustain the business, so much for another year of multi-million dollar profits.

I wondered if it would have saved the company if I had pointed out that the director was at the center of the entire fiasco, fanning the flames actually. I saw enough of his personality drama to understand the tension I sensed from everyone working with him.

This was a lesson to me about what is at stake if I pretend not see what is glaringly obvious. If the client doesn't see it, then that explains why they hire me. But what I witnessed did not ignite the joy that led me to go into this line of work.

In my life that moment indicated the need for self examination.Change management was no longer just a matter of business, it had become personal. I needed to reignite or maybe just reconnect with the source of what made my services distinctive.

For the next couple of years the focus was on following my passion - working with people I most wanted to work with rather than those best positioned to hire me. This may seem extreme to some, but it was a necessary part of my personal re-orienting process. I decided to offer my services to people who were truly in need, but unlikely to get the kind help I thought I could offer due to limitations in resources.

One of the most memorable and meaningful engagements was having the privilege of assisting women with children as they transitioned from homelessness. I became part of a mentor team - this took project and change management to another level because my heart was so engaged in the experience. This was quite different from merely managing a process. The role that was most fulfilling was acting as a personal coaching to develop some essential life and coping strategies because it became clear quickly that a little help could go along way for someone who has never been encouraged.

Out of those coaching relationships several entrepreneurs were born. Empowered to seize their destinies rather than merely being manipulated by the choices of those around them, I witnessed how the relationship with oneself can heal a life and transform an organization.

I was privileged to benefit from the experience of others and I realized how much our relationships could mean during times of uncertainty and transition. This is as true at both the personal and professional levels. However, it is impossible to make real progress with anyone that is unwilling to make the changes required to improve a situation.That was the wall I found as the source of most organizational crisis - dealing effectively with the resistance was easier said than done, making band-aid solutions very appealing in the short term.

Perhaps it easier to take the leap once one has nothing left to lose, except one's life.

It has been my honor to work with a number of talented, highly motivated and inspiring people. As we come to the end of this tête-à-tête, I encourage you to remain aware of the importance of relationships in reaching or staying on top of your game and the value in beginning with the relationship you have with yourself.

Change Management: Getting Everyone on Board the Change Train

How do you get everyone on board the change train that is gaining speed and heading out of the station? How do you get your people to, not only go through the motions, but also actually "buy into" the changes that are necessary? People's resistance to change is not entirely irrational; it stems from good and understandable concerns. Here are the six most common reasons people resist change and tactics to convert this resistance to commitment.

Surprise, Surprise!

People are easily shocked by decisions or requests suddenly sprung on them without groundwork or preparation. Managers frequently make this mistake when introducing change. They wait until all the decisions are made and then spring them on unsuspecting employees. However, the first response of people to something totally new and unexpected, not having time to prepare for, is resistance.

Tactic: Give people advance notice. It's better to know ahead of time of a plant closing or a move to a new location. Then they can have time to adjust their thinking and, most importantly, to begin realistically planning for the changes.

Loss of Control

How people greet change has to do with their perception of whether they are in control of it or not. If people feel out of control, they are more likely to act defensively, either by excess complaining, by dragging their feet or by becoming territorial. Change is exciting, when it's done by us; threatening, when it's done to us.

Tactic: Give everyone a chance to participate and get involved in the change effort. Although the decision regarding the specific change has been made, people who are going to be affected by this change can have input on its implementation. They can decide how to re-arrange the office or determine the optimum way to use the new computer system. The more choices that are left to the people, the better they'll feel, and the more committed they will be to the specific change.

Excess Uncertainty

If people don't know what the next step is or where it is going to take them, any change will seem dangerous. It's like walking off a cliff blindfolded. As one long time employee said to me:

"I know the old Bell system---its mission, its operations, its people, its culture. In that knowledge I had an identity and confidence about my company and myself. Now that I work for a company, one-fourth its former size, I find myself asking: Who am I? Who are we? How is it going to affect me?"

Tactic: Share information about what exactly is happening and at every step of the change process. Furthermore, by dividing a big change into a number of small steps, change will seem less risky and threatening. People can then focus on one step at a time and feel that they are not being asked to leap off the cliff blindfolded.

The Difference Factor

Change requires people to become conscious of, and to question, familiar routines and habits. This is difficult because a great deal of work in organizations is habitual and provides a sense of stability. Imagine what it would be like if, every week you went to work, your office was in an entirely different place and the furniture was rearranged. You would stumble around and need to expend a large amount of physical and emotional energy just trying to constantly adapt. This is what happens to people when they are experiencing too many changes all at once.

Tactic: Minimize or reduce the number of differences introduced by the change, leaving some of the traditions, habits or routines. In other words, maintain some familiar sight and sounds, the things that make people feel comfortable and in control.

Concerns about Future Competence

People have concern about their future ability to be effective after the change: Can I do it? How will I do it? Will I make it under the new conditions? Do I have the skills to operate in a new way? It can be very threatening for many employees to be told that, all of a sudden, the new world demands a new way of thinking and a new set of skills.

Tactic: Make sure people feel competent. Provide sufficient education and training as well as opportunity to practice the new skills or actions without feeling judged. Give them time to get comfortable with new routines or different procedures. Nobody likes to look inadequate, especially people who have been around a long time.

Ripple Effect

Change tends to be perceived by employees as requiring more energy, more time, and probably more work. In fact, change does required, in many instances, above-and-beyond efforts. Change may also disrupt scheduled plans and projects and even personal and family activities. Change sends ripples beyond their intended impact.

Tactic: Provide needed support and compensation for the extra work of change. Acknowledge people for their extra effort; offer days off after the crunch; have a big family celebration after the change. Being sensitive to people's lives helps them get on and stay on board the change train that's rumbling through your organization.

Remember, people don't resist change, they resist being change. The trick is getting people to choose change rather than solely resist it.

Change Management: Getting Everyone on Board the Change Train

How do you get everyone on board the change train that is gaining speed and heading out of the station? How do you get your people to, not only go through the motions, but also actually "buy into" the changes that are necessary? People's resistance to change is not entirely irrational; it stems from good and understandable concerns. Here are the six most common reasons people resist change and tactics to convert this resistance to commitment.

Surprise, Surprise!

People are easily shocked by decisions or requests suddenly sprung on them without groundwork or preparation. Managers frequently make this mistake when introducing change. They wait until all the decisions are made and then spring them on unsuspecting employees. However, the first response of people to something totally new and unexpected, not having time to prepare for, is resistance.

Tactic: Give people advance notice. It's better to know ahead of time of a plant closing or a move to a new location. Then they can have time to adjust their thinking and, most importantly, to begin realistically planning for the changes.

Loss of Control

How people greet change has to do with their perception of whether they are in control of it or not. If people feel out of control, they are more likely to act defensively, either by excess complaining, by dragging their feet or by becoming territorial. Change is exciting, when it's done by us; threatening, when it's done to us.

Tactic: Give everyone a chance to participate and get involved in the change effort. Although the decision regarding the specific change has been made, people who are going to be affected by this change can have input on its implementation. They can decide how to re-arrange the office or determine the optimum way to use the new computer system. The more choices that are left to the people, the better they'll feel, and the more committed they will be to the specific change.

Excess Uncertainty

If people don't know what the next step is or where it is going to take them, any change will seem dangerous. It's like walking off a cliff blindfolded. As one long time employee said to me:

"I know the old Bell system---its mission, its operations, its people, its culture. In that knowledge I had an identity and confidence about my company and myself. Now that I work for a company, one-fourth its former size, I find myself asking: Who am I? Who are we? How is it going to affect me?"

Tactic: Share information about what exactly is happening and at every step of the change process. Furthermore, by dividing a big change into a number of small steps, change will seem less risky and threatening. People can then focus on one step at a time and feel that they are not being asked to leap off the cliff blindfolded.

The Difference Factor

Change requires people to become conscious of, and to question, familiar routines and habits. This is difficult because a great deal of work in organizations is habitual and provides a sense of stability. Imagine what it would be like if, every week you went to work, your office was in an entirely different place and the furniture was rearranged. You would stumble around and need to expend a large amount of physical and emotional energy just trying to constantly adapt. This is what happens to people when they are experiencing too many changes all at once.

Tactic: Minimize or reduce the number of differences introduced by the change, leaving some of the traditions, habits or routines. In other words, maintain some familiar sight and sounds, the things that make people feel comfortable and in control.

Concerns about Future Competence

People have concern about their future ability to be effective after the change: Can I do it? How will I do it? Will I make it under the new conditions? Do I have the skills to operate in a new way? It can be very threatening for many employees to be told that, all of a sudden, the new world demands a new way of thinking and a new set of skills.

Tactic: Make sure people feel competent. Provide sufficient education and training as well as opportunity to practice the new skills or actions without feeling judged. Give them time to get comfortable with new routines or different procedures. Nobody likes to look inadequate, especially people who have been around a long time.

Ripple Effect

Change tends to be perceived by employees as requiring more energy, more time, and probably more work. In fact, change does required, in many instances, above-and-beyond efforts. Change may also disrupt scheduled plans and projects and even personal and family activities. Change sends ripples beyond their intended impact.

Tactic: Provide needed support and compensation for the extra work of change. Acknowledge people for their extra effort; offer days off after the crunch; have a big family celebration after the change. Being sensitive to people's lives helps them get on and stay on board the change train that's rumbling through your organization.

Remember, people don't resist change, they resist being change. The trick is getting people to choose change rather than solely resist it.

Discovery in A Million Dollar Mistake

I have noticed that though my clients often have created a plan, many do not incorporate an understanding of themselves to execute it, and so it is not adequately customized. Unleash your ultimate success by developing a strategy that seamlessly integrates self-knowledge to increase profits and personal fulfillment. Imagine the results of integrating that into your day-to-day life? Can you logically deduce the potential benefits and act accordingly?

Like me, you probably get e-mails everyday telling you about a new product that will automate cumbersome parts of your business. However, it is very easy to end up with a ton of software and books and still find yourself struggling with the same root issues.

Look, if you are going to invest in yourself or your business you must examine the big picture, not just one part of it. Acting haphazardly can actually take you farther off course, away from your true aspirations.

It's akin to getting bogged down in the details. There is a middle point between bogged down in details and skimming the surface.

I highly advocate dealing with your relationship to self as a primary objective because it has multiple benefits on nearly every level. That is the key to unleashing the secret to your success. The place to begin is developing a strategy with your requirements and objectives at the center.

You might like to know that I haven't always emphasized this relationship with self, component in my consulting practice. For a while I thought it was too personal, but time and again I saw that it was at the root of why the initial plan didn't work.

The turning point came for me after I had been consulting with a recreational vehicles parts manufacturing company. The company had earned well over $1,000,000 in profit meaning they were definitely profitable, so all seemed reasonably well. That is until I got inside.

There were a lot of communication problems, production was six months behind, what was being produced was mostly rejected work, and this contributed to issues of lacking supply inventory, nonexistent company morale...

You get the picture. After conducting my assessment, going over the production and sales logs, I made my report. Since my focus is on thought leadership and relationship marketing this was the framework in which my recommended solution was offered.

The managing director was unwilling to see the situation as a relationship that was dying and he wasn't interested in "throwing anymore money at it". Long story short, within six months half of the key staff had left and the company only had one remaining account to sustain the business, so much for another year of multi-million dollar profits.

I wondered if it would have saved the company if I had pointed out that the director was at the center of the entire fiasco, fanning the flames actually. I saw enough of his personality drama to understand the tension I sensed from everyone working with him.

This was a lesson to me about what is at stake if I pretend not see what is glaringly obvious. If the client doesn't see it, then that explains why they hire me. But what I witnessed did not ignite the joy that led me to go into this line of work.

In my life that moment indicated the need for self examination.Change management was no longer just a matter of business, it had become personal. I needed to reignite or maybe just reconnect with the source of what made my services distinctive.

For the next couple of years the focus was on following my passion - working with people I most wanted to work with rather than those best positioned to hire me. This may seem extreme to some, but it was a necessary part of my personal re-orienting process. I decided to offer my services to people who were truly in need, but unlikely to get the kind help I thought I could offer due to limitations in resources.

One of the most memorable and meaningful engagements was having the privilege of assisting women with children as they transitioned from homelessness. I became part of a mentor team - this took project and change management to another level because my heart was so engaged in the experience. This was quite different from merely managing a process. The role that was most fulfilling was acting as a personal coaching to develop some essential life and coping strategies because it became clear quickly that a little help could go along way for someone who has never been encouraged.

Out of those coaching relationships several entrepreneurs were born. Empowered to seize their destinies rather than merely being manipulated by the choices of those around them, I witnessed how the relationship with oneself can heal a life and transform an organization.

I was privileged to benefit from the experience of others and I realized how much our relationships could mean during times of uncertainty and transition. This is as true at both the personal and professional levels. However, it is impossible to make real progress with anyone that is unwilling to make the changes required to improve a situation.That was the wall I found as the source of most organizational crisis - dealing effectively with the resistance was easier said than done, making band-aid solutions very appealing in the short term.

Perhaps it easier to take the leap once one has nothing left to lose, except one's life.

It has been my honor to work with a number of talented, highly motivated and inspiring people. As we come to the end of this tête-à-tête, I encourage you to remain aware of the importance of relationships in reaching or staying on top of your game and the value in beginning with the relationship you have with yourself.

Discovery in A Million Dollar Mistake

I have noticed that though my clients often have created a plan, many do not incorporate an understanding of themselves to execute it, and so it is not adequately customized. Unleash your ultimate success by developing a strategy that seamlessly integrates self-knowledge to increase profits and personal fulfillment. Imagine the results of integrating that into your day-to-day life? Can you logically deduce the potential benefits and act accordingly?

Like me, you probably get e-mails everyday telling you about a new product that will automate cumbersome parts of your business. However, it is very easy to end up with a ton of software and books and still find yourself struggling with the same root issues.

Look, if you are going to invest in yourself or your business you must examine the big picture, not just one part of it. Acting haphazardly can actually take you farther off course, away from your true aspirations.

It's akin to getting bogged down in the details. There is a middle point between bogged down in details and skimming the surface.

I highly advocate dealing with your relationship to self as a primary objective because it has multiple benefits on nearly every level. That is the key to unleashing the secret to your success. The place to begin is developing a strategy with your requirements and objectives at the center.

You might like to know that I haven't always emphasized this relationship with self, component in my consulting practice. For a while I thought it was too personal, but time and again I saw that it was at the root of why the initial plan didn't work.

The turning point came for me after I had been consulting with a recreational vehicles parts manufacturing company. The company had earned well over $1,000,000 in profit meaning they were definitely profitable, so all seemed reasonably well. That is until I got inside.

There were a lot of communication problems, production was six months behind, what was being produced was mostly rejected work, and this contributed to issues of lacking supply inventory, nonexistent company morale...

You get the picture. After conducting my assessment, going over the production and sales logs, I made my report. Since my focus is on thought leadership and relationship marketing this was the framework in which my recommended solution was offered.

The managing director was unwilling to see the situation as a relationship that was dying and he wasn't interested in "throwing anymore money at it". Long story short, within six months half of the key staff had left and the company only had one remaining account to sustain the business, so much for another year of multi-million dollar profits.

I wondered if it would have saved the company if I had pointed out that the director was at the center of the entire fiasco, fanning the flames actually. I saw enough of his personality drama to understand the tension I sensed from everyone working with him.

This was a lesson to me about what is at stake if I pretend not see what is glaringly obvious. If the client doesn't see it, then that explains why they hire me. But what I witnessed did not ignite the joy that led me to go into this line of work.

In my life that moment indicated the need for self examination.Change management was no longer just a matter of business, it had become personal. I needed to reignite or maybe just reconnect with the source of what made my services distinctive.

For the next couple of years the focus was on following my passion - working with people I most wanted to work with rather than those best positioned to hire me. This may seem extreme to some, but it was a necessary part of my personal re-orienting process. I decided to offer my services to people who were truly in need, but unlikely to get the kind help I thought I could offer due to limitations in resources.

One of the most memorable and meaningful engagements was having the privilege of assisting women with children as they transitioned from homelessness. I became part of a mentor team - this took project and change management to another level because my heart was so engaged in the experience. This was quite different from merely managing a process. The role that was most fulfilling was acting as a personal coaching to develop some essential life and coping strategies because it became clear quickly that a little help could go along way for someone who has never been encouraged.

Out of those coaching relationships several entrepreneurs were born. Empowered to seize their destinies rather than merely being manipulated by the choices of those around them, I witnessed how the relationship with oneself can heal a life and transform an organization.

I was privileged to benefit from the experience of others and I realized how much our relationships could mean during times of uncertainty and transition. This is as true at both the personal and professional levels. However, it is impossible to make real progress with anyone that is unwilling to make the changes required to improve a situation.That was the wall I found as the source of most organizational crisis - dealing effectively with the resistance was easier said than done, making band-aid solutions very appealing in the short term.

Perhaps it easier to take the leap once one has nothing left to lose, except one's life.

It has been my honor to work with a number of talented, highly motivated and inspiring people. As we come to the end of this tête-à-tête, I encourage you to remain aware of the importance of relationships in reaching or staying on top of your game and the value in beginning with the relationship you have with yourself.

Change Management: Getting Everyone on Board the Change Train

How do you get everyone on board the change train that is gaining speed and heading out of the station? How do you get your people to, not only go through the motions, but also actually "buy into" the changes that are necessary? People's resistance to change is not entirely irrational; it stems from good and understandable concerns. Here are the six most common reasons people resist change and tactics to convert this resistance to commitment.

Surprise, Surprise!

People are easily shocked by decisions or requests suddenly sprung on them without groundwork or preparation. Managers frequently make this mistake when introducing change. They wait until all the decisions are made and then spring them on unsuspecting employees. However, the first response of people to something totally new and unexpected, not having time to prepare for, is resistance.

Tactic: Give people advance notice. It's better to know ahead of time of a plant closing or a move to a new location. Then they can have time to adjust their thinking and, most importantly, to begin realistically planning for the changes.

Loss of Control

How people greet change has to do with their perception of whether they are in control of it or not. If people feel out of control, they are more likely to act defensively, either by excess complaining, by dragging their feet or by becoming territorial. Change is exciting, when it's done by us; threatening, when it's done to us.

Tactic: Give everyone a chance to participate and get involved in the change effort. Although the decision regarding the specific change has been made, people who are going to be affected by this change can have input on its implementation. They can decide how to re-arrange the office or determine the optimum way to use the new computer system. The more choices that are left to the people, the better they'll feel, and the more committed they will be to the specific change.

Excess Uncertainty

If people don't know what the next step is or where it is going to take them, any change will seem dangerous. It's like walking off a cliff blindfolded. As one long time employee said to me:

"I know the old Bell system---its mission, its operations, its people, its culture. In that knowledge I had an identity and confidence about my company and myself. Now that I work for a company, one-fourth its former size, I find myself asking: Who am I? Who are we? How is it going to affect me?"

Tactic: Share information about what exactly is happening and at every step of the change process. Furthermore, by dividing a big change into a number of small steps, change will seem less risky and threatening. People can then focus on one step at a time and feel that they are not being asked to leap off the cliff blindfolded.

The Difference Factor

Change requires people to become conscious of, and to question, familiar routines and habits. This is difficult because a great deal of work in organizations is habitual and provides a sense of stability. Imagine what it would be like if, every week you went to work, your office was in an entirely different place and the furniture was rearranged. You would stumble around and need to expend a large amount of physical and emotional energy just trying to constantly adapt. This is what happens to people when they are experiencing too many changes all at once.

Tactic: Minimize or reduce the number of differences introduced by the change, leaving some of the traditions, habits or routines. In other words, maintain some familiar sight and sounds, the things that make people feel comfortable and in control.

Concerns about Future Competence

People have concern about their future ability to be effective after the change: Can I do it? How will I do it? Will I make it under the new conditions? Do I have the skills to operate in a new way? It can be very threatening for many employees to be told that, all of a sudden, the new world demands a new way of thinking and a new set of skills.

Tactic: Make sure people feel competent. Provide sufficient education and training as well as opportunity to practice the new skills or actions without feeling judged. Give them time to get comfortable with new routines or different procedures. Nobody likes to look inadequate, especially people who have been around a long time.

Ripple Effect

Change tends to be perceived by employees as requiring more energy, more time, and probably more work. In fact, change does required, in many instances, above-and-beyond efforts. Change may also disrupt scheduled plans and projects and even personal and family activities. Change sends ripples beyond their intended impact.

Tactic: Provide needed support and compensation for the extra work of change. Acknowledge people for their extra effort; offer days off after the crunch; have a big family celebration after the change. Being sensitive to people's lives helps them get on and stay on board the change train that's rumbling through your organization.

Remember, people don't resist change, they resist being change. The trick is getting people to choose change rather than solely resist it.

Change Management: Getting Everyone on Board the Change Train

How do you get everyone on board the change train that is gaining speed and heading out of the station? How do you get your people to, not only go through the motions, but also actually "buy into" the changes that are necessary? People's resistance to change is not entirely irrational; it stems from good and understandable concerns. Here are the six most common reasons people resist change and tactics to convert this resistance to commitment.

Surprise, Surprise!

People are easily shocked by decisions or requests suddenly sprung on them without groundwork or preparation. Managers frequently make this mistake when introducing change. They wait until all the decisions are made and then spring them on unsuspecting employees. However, the first response of people to something totally new and unexpected, not having time to prepare for, is resistance.

Tactic: Give people advance notice. It's better to know ahead of time of a plant closing or a move to a new location. Then they can have time to adjust their thinking and, most importantly, to begin realistically planning for the changes.

Loss of Control

How people greet change has to do with their perception of whether they are in control of it or not. If people feel out of control, they are more likely to act defensively, either by excess complaining, by dragging their feet or by becoming territorial. Change is exciting, when it's done by us; threatening, when it's done to us.

Tactic: Give everyone a chance to participate and get involved in the change effort. Although the decision regarding the specific change has been made, people who are going to be affected by this change can have input on its implementation. They can decide how to re-arrange the office or determine the optimum way to use the new computer system. The more choices that are left to the people, the better they'll feel, and the more committed they will be to the specific change.

Excess Uncertainty

If people don't know what the next step is or where it is going to take them, any change will seem dangerous. It's like walking off a cliff blindfolded. As one long time employee said to me:

"I know the old Bell system---its mission, its operations, its people, its culture. In that knowledge I had an identity and confidence about my company and myself. Now that I work for a company, one-fourth its former size, I find myself asking: Who am I? Who are we? How is it going to affect me?"

Tactic: Share information about what exactly is happening and at every step of the change process. Furthermore, by dividing a big change into a number of small steps, change will seem less risky and threatening. People can then focus on one step at a time and feel that they are not being asked to leap off the cliff blindfolded.

The Difference Factor

Change requires people to become conscious of, and to question, familiar routines and habits. This is difficult because a great deal of work in organizations is habitual and provides a sense of stability. Imagine what it would be like if, every week you went to work, your office was in an entirely different place and the furniture was rearranged. You would stumble around and need to expend a large amount of physical and emotional energy just trying to constantly adapt. This is what happens to people when they are experiencing too many changes all at once.

Tactic: Minimize or reduce the number of differences introduced by the change, leaving some of the traditions, habits or routines. In other words, maintain some familiar sight and sounds, the things that make people feel comfortable and in control.

Concerns about Future Competence

People have concern about their future ability to be effective after the change: Can I do it? How will I do it? Will I make it under the new conditions? Do I have the skills to operate in a new way? It can be very threatening for many employees to be told that, all of a sudden, the new world demands a new way of thinking and a new set of skills.

Tactic: Make sure people feel competent. Provide sufficient education and training as well as opportunity to practice the new skills or actions without feeling judged. Give them time to get comfortable with new routines or different procedures. Nobody likes to look inadequate, especially people who have been around a long time.

Ripple Effect

Change tends to be perceived by employees as requiring more energy, more time, and probably more work. In fact, change does required, in many instances, above-and-beyond efforts. Change may also disrupt scheduled plans and projects and even personal and family activities. Change sends ripples beyond their intended impact.

Tactic: Provide needed support and compensation for the extra work of change. Acknowledge people for their extra effort; offer days off after the crunch; have a big family celebration after the change. Being sensitive to people's lives helps them get on and stay on board the change train that's rumbling through your organization.

Remember, people don't resist change, they resist being change. The trick is getting people to choose change rather than solely resist it.

Change Management: Getting Everyone on Board the Change Train

How do you get everyone on board the change train that is gaining speed and heading out of the station? How do you get your people to, not only go through the motions, but also actually "buy into" the changes that are necessary? People's resistance to change is not entirely irrational; it stems from good and understandable concerns. Here are the six most common reasons people resist change and tactics to convert this resistance to commitment.

Surprise, Surprise!

People are easily shocked by decisions or requests suddenly sprung on them without groundwork or preparation. Managers frequently make this mistake when introducing change. They wait until all the decisions are made and then spring them on unsuspecting employees. However, the first response of people to something totally new and unexpected, not having time to prepare for, is resistance.

Tactic: Give people advance notice. It's better to know ahead of time of a plant closing or a move to a new location. Then they can have time to adjust their thinking and, most importantly, to begin realistically planning for the changes.

Loss of Control

How people greet change has to do with their perception of whether they are in control of it or not. If people feel out of control, they are more likely to act defensively, either by excess complaining, by dragging their feet or by becoming territorial. Change is exciting, when it's done by us; threatening, when it's done to us.

Tactic: Give everyone a chance to participate and get involved in the change effort. Although the decision regarding the specific change has been made, people who are going to be affected by this change can have input on its implementation. They can decide how to re-arrange the office or determine the optimum way to use the new computer system. The more choices that are left to the people, the better they'll feel, and the more committed they will be to the specific change.

Excess Uncertainty

If people don't know what the next step is or where it is going to take them, any change will seem dangerous. It's like walking off a cliff blindfolded. As one long time employee said to me:

"I know the old Bell system---its mission, its operations, its people, its culture. In that knowledge I had an identity and confidence about my company and myself. Now that I work for a company, one-fourth its former size, I find myself asking: Who am I? Who are we? How is it going to affect me?"

Tactic: Share information about what exactly is happening and at every step of the change process. Furthermore, by dividing a big change into a number of small steps, change will seem less risky and threatening. People can then focus on one step at a time and feel that they are not being asked to leap off the cliff blindfolded.

The Difference Factor

Change requires people to become conscious of, and to question, familiar routines and habits. This is difficult because a great deal of work in organizations is habitual and provides a sense of stability. Imagine what it would be like if, every week you went to work, your office was in an entirely different place and the furniture was rearranged. You would stumble around and need to expend a large amount of physical and emotional energy just trying to constantly adapt. This is what happens to people when they are experiencing too many changes all at once.

Tactic: Minimize or reduce the number of differences introduced by the change, leaving some of the traditions, habits or routines. In other words, maintain some familiar sight and sounds, the things that make people feel comfortable and in control.

Concerns about Future Competence

People have concern about their future ability to be effective after the change: Can I do it? How will I do it? Will I make it under the new conditions? Do I have the skills to operate in a new way? It can be very threatening for many employees to be told that, all of a sudden, the new world demands a new way of thinking and a new set of skills.

Tactic: Make sure people feel competent. Provide sufficient education and training as well as opportunity to practice the new skills or actions without feeling judged. Give them time to get comfortable with new routines or different procedures. Nobody likes to look inadequate, especially people who have been around a long time.

Ripple Effect

Change tends to be perceived by employees as requiring more energy, more time, and probably more work. In fact, change does required, in many instances, above-and-beyond efforts. Change may also disrupt scheduled plans and projects and even personal and family activities. Change sends ripples beyond their intended impact.

Tactic: Provide needed support and compensation for the extra work of change. Acknowledge people for their extra effort; offer days off after the crunch; have a big family celebration after the change. Being sensitive to people's lives helps them get on and stay on board the change train that's rumbling through your organization.

Remember, people don't resist change, they resist being change. The trick is getting people to choose change rather than solely resist it.

Discovery in A Million Dollar Mistake

I have noticed that though my clients often have created a plan, many do not incorporate an understanding of themselves to execute it, and so it is not adequately customized. Unleash your ultimate success by developing a strategy that seamlessly integrates self-knowledge to increase profits and personal fulfillment. Imagine the results of integrating that into your day-to-day life? Can you logically deduce the potential benefits and act accordingly?

Like me, you probably get e-mails everyday telling you about a new product that will automate cumbersome parts of your business. However, it is very easy to end up with a ton of software and books and still find yourself struggling with the same root issues.

Look, if you are going to invest in yourself or your business you must examine the big picture, not just one part of it. Acting haphazardly can actually take you farther off course, away from your true aspirations.

It's akin to getting bogged down in the details. There is a middle point between bogged down in details and skimming the surface.

I highly advocate dealing with your relationship to self as a primary objective because it has multiple benefits on nearly every level. That is the key to unleashing the secret to your success. The place to begin is developing a strategy with your requirements and objectives at the center.

You might like to know that I haven't always emphasized this relationship with self, component in my consulting practice. For a while I thought it was too personal, but time and again I saw that it was at the root of why the initial plan didn't work.

The turning point came for me after I had been consulting with a recreational vehicles parts manufacturing company. The company had earned well over $1,000,000 in profit meaning they were definitely profitable, so all seemed reasonably well. That is until I got inside.

There were a lot of communication problems, production was six months behind, what was being produced was mostly rejected work, and this contributed to issues of lacking supply inventory, nonexistent company morale...

You get the picture. After conducting my assessment, going over the production and sales logs, I made my report. Since my focus is on thought leadership and relationship marketing this was the framework in which my recommended solution was offered.

The managing director was unwilling to see the situation as a relationship that was dying and he wasn't interested in "throwing anymore money at it". Long story short, within six months half of the key staff had left and the company only had one remaining account to sustain the business, so much for another year of multi-million dollar profits.

I wondered if it would have saved the company if I had pointed out that the director was at the center of the entire fiasco, fanning the flames actually. I saw enough of his personality drama to understand the tension I sensed from everyone working with him.

This was a lesson to me about what is at stake if I pretend not see what is glaringly obvious. If the client doesn't see it, then that explains why they hire me. But what I witnessed did not ignite the joy that led me to go into this line of work.

In my life that moment indicated the need for self examination.Change management was no longer just a matter of business, it had become personal. I needed to reignite or maybe just reconnect with the source of what made my services distinctive.

For the next couple of years the focus was on following my passion - working with people I most wanted to work with rather than those best positioned to hire me. This may seem extreme to some, but it was a necessary part of my personal re-orienting process. I decided to offer my services to people who were truly in need, but unlikely to get the kind help I thought I could offer due to limitations in resources.

One of the most memorable and meaningful engagements was having the privilege of assisting women with children as they transitioned from homelessness. I became part of a mentor team - this took project and change management to another level because my heart was so engaged in the experience. This was quite different from merely managing a process. The role that was most fulfilling was acting as a personal coaching to develop some essential life and coping strategies because it became clear quickly that a little help could go along way for someone who has never been encouraged.

Out of those coaching relationships several entrepreneurs were born. Empowered to seize their destinies rather than merely being manipulated by the choices of those around them, I witnessed how the relationship with oneself can heal a life and transform an organization.

I was privileged to benefit from the experience of others and I realized how much our relationships could mean during times of uncertainty and transition. This is as true at both the personal and professional levels. However, it is impossible to make real progress with anyone that is unwilling to make the changes required to improve a situation.That was the wall I found as the source of most organizational crisis - dealing effectively with the resistance was easier said than done, making band-aid solutions very appealing in the short term.

Perhaps it easier to take the leap once one has nothing left to lose, except one's life.

It has been my honor to work with a number of talented, highly motivated and inspiring people. As we come to the end of this tête-à-tête, I encourage you to remain aware of the importance of relationships in reaching or staying on top of your game and the value in beginning with the relationship you have with yourself.

Discovery in A Million Dollar Mistake

I have noticed that though my clients often have created a plan, many do not incorporate an understanding of themselves to execute it, and so it is not adequately customized. Unleash your ultimate success by developing a strategy that seamlessly integrates self-knowledge to increase profits and personal fulfillment. Imagine the results of integrating that into your day-to-day life? Can you logically deduce the potential benefits and act accordingly?

Like me, you probably get e-mails everyday telling you about a new product that will automate cumbersome parts of your business. However, it is very easy to end up with a ton of software and books and still find yourself struggling with the same root issues.

Look, if you are going to invest in yourself or your business you must examine the big picture, not just one part of it. Acting haphazardly can actually take you farther off course, away from your true aspirations.

It's akin to getting bogged down in the details. There is a middle point between bogged down in details and skimming the surface.

I highly advocate dealing with your relationship to self as a primary objective because it has multiple benefits on nearly every level. That is the key to unleashing the secret to your success. The place to begin is developing a strategy with your requirements and objectives at the center.

You might like to know that I haven't always emphasized this relationship with self, component in my consulting practice. For a while I thought it was too personal, but time and again I saw that it was at the root of why the initial plan didn't work.

The turning point came for me after I had been consulting with a recreational vehicles parts manufacturing company. The company had earned well over $1,000,000 in profit meaning they were definitely profitable, so all seemed reasonably well. That is until I got inside.

There were a lot of communication problems, production was six months behind, what was being produced was mostly rejected work, and this contributed to issues of lacking supply inventory, nonexistent company morale...

You get the picture. After conducting my assessment, going over the production and sales logs, I made my report. Since my focus is on thought leadership and relationship marketing this was the framework in which my recommended solution was offered.

The managing director was unwilling to see the situation as a relationship that was dying and he wasn't interested in "throwing anymore money at it". Long story short, within six months half of the key staff had left and the company only had one remaining account to sustain the business, so much for another year of multi-million dollar profits.

I wondered if it would have saved the company if I had pointed out that the director was at the center of the entire fiasco, fanning the flames actually. I saw enough of his personality drama to understand the tension I sensed from everyone working with him.

This was a lesson to me about what is at stake if I pretend not see what is glaringly obvious. If the client doesn't see it, then that explains why they hire me. But what I witnessed did not ignite the joy that led me to go into this line of work.

In my life that moment indicated the need for self examination.Change management was no longer just a matter of business, it had become personal. I needed to reignite or maybe just reconnect with the source of what made my services distinctive.

For the next couple of years the focus was on following my passion - working with people I most wanted to work with rather than those best positioned to hire me. This may seem extreme to some, but it was a necessary part of my personal re-orienting process. I decided to offer my services to people who were truly in need, but unlikely to get the kind help I thought I could offer due to limitations in resources.

One of the most memorable and meaningful engagements was having the privilege of assisting women with children as they transitioned from homelessness. I became part of a mentor team - this took project and change management to another level because my heart was so engaged in the experience. This was quite different from merely managing a process. The role that was most fulfilling was acting as a personal coaching to develop some essential life and coping strategies because it became clear quickly that a little help could go along way for someone who has never been encouraged.

Out of those coaching relationships several entrepreneurs were born. Empowered to seize their destinies rather than merely being manipulated by the choices of those around them, I witnessed how the relationship with oneself can heal a life and transform an organization.

I was privileged to benefit from the experience of others and I realized how much our relationships could mean during times of uncertainty and transition. This is as true at both the personal and professional levels. However, it is impossible to make real progress with anyone that is unwilling to make the changes required to improve a situation.That was the wall I found as the source of most organizational crisis - dealing effectively with the resistance was easier said than done, making band-aid solutions very appealing in the short term.

Perhaps it easier to take the leap once one has nothing left to lose, except one's life.

It has been my honor to work with a number of talented, highly motivated and inspiring people. As we come to the end of this tête-à-tête, I encourage you to remain aware of the importance of relationships in reaching or staying on top of your game and the value in beginning with the relationship you have with yourself.

Discovery in A Million Dollar Mistake

I have noticed that though my clients often have created a plan, many do not incorporate an understanding of themselves to execute it, and so it is not adequately customized. Unleash your ultimate success by developing a strategy that seamlessly integrates self-knowledge to increase profits and personal fulfillment. Imagine the results of integrating that into your day-to-day life? Can you logically deduce the potential benefits and act accordingly?

Like me, you probably get e-mails everyday telling you about a new product that will automate cumbersome parts of your business. However, it is very easy to end up with a ton of software and books and still find yourself struggling with the same root issues.

Look, if you are going to invest in yourself or your business you must examine the big picture, not just one part of it. Acting haphazardly can actually take you farther off course, away from your true aspirations.

It's akin to getting bogged down in the details. There is a middle point between bogged down in details and skimming the surface.

I highly advocate dealing with your relationship to self as a primary objective because it has multiple benefits on nearly every level. That is the key to unleashing the secret to your success. The place to begin is developing a strategy with your requirements and objectives at the center.

You might like to know that I haven't always emphasized this relationship with self, component in my consulting practice. For a while I thought it was too personal, but time and again I saw that it was at the root of why the initial plan didn't work.

The turning point came for me after I had been consulting with a recreational vehicles parts manufacturing company. The company had earned well over $1,000,000 in profit meaning they were definitely profitable, so all seemed reasonably well. That is until I got inside.

There were a lot of communication problems, production was six months behind, what was being produced was mostly rejected work, and this contributed to issues of lacking supply inventory, nonexistent company morale...

You get the picture. After conducting my assessment, going over the production and sales logs, I made my report. Since my focus is on thought leadership and relationship marketing this was the framework in which my recommended solution was offered.

The managing director was unwilling to see the situation as a relationship that was dying and he wasn't interested in "throwing anymore money at it". Long story short, within six months half of the key staff had left and the company only had one remaining account to sustain the business, so much for another year of multi-million dollar profits.

I wondered if it would have saved the company if I had pointed out that the director was at the center of the entire fiasco, fanning the flames actually. I saw enough of his personality drama to understand the tension I sensed from everyone working with him.

This was a lesson to me about what is at stake if I pretend not see what is glaringly obvious. If the client doesn't see it, then that explains why they hire me. But what I witnessed did not ignite the joy that led me to go into this line of work.

In my life that moment indicated the need for self examination.Change management was no longer just a matter of business, it had become personal. I needed to reignite or maybe just reconnect with the source of what made my services distinctive.

For the next couple of years the focus was on following my passion - working with people I most wanted to work with rather than those best positioned to hire me. This may seem extreme to some, but it was a necessary part of my personal re-orienting process. I decided to offer my services to people who were truly in need, but unlikely to get the kind help I thought I could offer due to limitations in resources.

One of the most memorable and meaningful engagements was having the privilege of assisting women with children as they transitioned from homelessness. I became part of a mentor team - this took project and change management to another level because my heart was so engaged in the experience. This was quite different from merely managing a process. The role that was most fulfilling was acting as a personal coaching to develop some essential life and coping strategies because it became clear quickly that a little help could go along way for someone who has never been encouraged.

Out of those coaching relationships several entrepreneurs were born. Empowered to seize their destinies rather than merely being manipulated by the choices of those around them, I witnessed how the relationship with oneself can heal a life and transform an organization.

I was privileged to benefit from the experience of others and I realized how much our relationships could mean during times of uncertainty and transition. This is as true at both the personal and professional levels. However, it is impossible to make real progress with anyone that is unwilling to make the changes required to improve a situation.That was the wall I found as the source of most organizational crisis - dealing effectively with the resistance was easier said than done, making band-aid solutions very appealing in the short term.

Perhaps it easier to take the leap once one has nothing left to lose, except one's life.

It has been my honor to work with a number of talented, highly motivated and inspiring people. As we come to the end of this tête-à-tête, I encourage you to remain aware of the importance of relationships in reaching or staying on top of your game and the value in beginning with the relationship you have with yourself.