When the popular change methodologies out there say that they have the recipe for "people focused change" I find I'm asking the question, isn't all change about people?

The short answer is YES. Change is absolutely about people! And in this episode I talk about how Connected Change (TM) works through identifying the key people who are impacted by the change. The relationships between stakeholders and impact show how we can design and implement change and what makes it successful.

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Show notes: www.connectedchange.com

One of the critical gaps in the leading change methods that Connected Change™ addresses head on, is the various contexts and characteristics of the various organizations that we are changing.

In this episode I talk about what an organizational assessment is, when it happens, and how you do it, using Connected Change (TM) and involving your stakeholders!

One of the greatest successes that I had with this approach was with a customer service team I was working with, and the organizational assessment was critical to our success. It's a powerful tool and I hope that this episode helps you understand why, and how to use it.

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Show notes: www.connectedchange.com

Top-Down change management doesn’t work and let me tell you why.

In this episode I talk about why the main change models, PROSCI/ADKAR and Kotter, are top-down models. We also get into why top-down management approaches dominate the change literature from the early 90's and how this shows up.

If you've been frustrated by communications-based engagement models, and "Because I said so" logic, you will love this episode!

I also get into the generational and cultural forces driving management theory and how this shows up in the models that don't work, and what works instead.

And the driving factor? The democratization of workplaces and society due to the introduction of technology. So if you're still using a model that was developed before the age of smartphones, no wonder you're frustrated.

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Show notes: www.connectedchange.com

At Connected Change (TM) we look at resistance differently than our peers...

Many of the leading change models talk about resistance management as a collaborative exercise with people at the beginning of change, and involving stakeholders through the development and implementation of the change. But here's the challenge, you can't involve everyone, all the time, and you can't meet everyone's needs. So you always end up with some resistance generated during implementation. This happens because the assumptions inherent in the main models for change, are that resistance comes from people.

And there is a little truth to that, but it isn't the whole story.

What if the resistance management approach that you take, has more to do with removing barriers to change and addressing resistance in the organizational system than focusing on people's thoughts, feelings and reactions?

Well, you get smoother implementation, and change that looks more like the Rogers adoption curve than the Kubler-Ross 5 stage model.

In this episode we talk about the 5 Connected Change (TM) elements and how each element can be harnessed to reduce resistance in the early stages of change. I talk about examples and solutions from the work I've done over the years to illustrate the power of focusing stakeholder feedback on the change, and helping to identify and remove barriers, while building trust and collaboration, creating unstoppable change momentum.

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Show notes: www.connectedchange.com

Resistance. One of the most difficult things for a change manager to navigate as we move through the change journey. No matter the change, the context, the readiness of the organization, we encounter resistance to change. Every time.

In the way that we approach resistance in Connected Change (TM) there are only two types of change. Understanding the difference, helps us get to the bottom of why we resist change, and what resistance actually is.

So many of the approaches out there approach resistance in the same way, and don't really address the different types and where they come from. I also talk about the biggest misconception about "squeaky wheels", "complainers" and those who speak up about problems. Caring and showing investment in a problem is a sign of commitment, not resistance, and I'll tell you all about why!

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Resistance is a fact of change. But, blaming people for "resisting change" is the easy way out. I recently wrote on the subject of resistance and how Connected Change (TM) handles this very differently. Personal resistance absolutely happens. But we need to be managing the sources of resistance before they become an issue, by identifying where the change will conflict with the existing structures and culture of the organization. Managing friction points early on, and throughout the change will help you manage overall resistance when you're actually asking for behavioural and habit changes from your teams.

In this episode I help you learn about the sources of resistance and understand how to work with them, ultimately, setting you up for change success!

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Show notes: www.connectedchange.com

So many people have joined us at the Change Course podcast over the past few months, and even more in the past few weeks! Welcome! I think you'll like it here.

So, given that the podcast has been going over a year now, I've come to understand that some of you are curious... about me?

A friend, who is also a listener encouraged me to record this episode, although I am a very private person and prefer not to talk about myself! I'll talk about change any day, but the details of my life are hardly interesting (in my opinion). She insisted, and pointed out to me that the way I approach change, and what Connected Change is all about, is deeply informed by my values and experiences.

And she was right!

This episode is a departure from our usual programming, but I hope it helps you understand how my experiences formed Connected Change and how my values continue to drive me in sharing this work with you.

Show notes: www.connectedchange.com

Well, I don't want to disappoint you, but it it actually isn't a secret! If at first you don't succeed...

Try, try again.

In this episode we follow up on our saga of discovery on this persistent statistic and touch on how we got here. Much of what I find in this episode is that the secret of success is figuring out how to define success in the first place.

I tell an amazing story of my most successful transformation that by all measurements against the business case and timeline was an abject and total failure. Its a great example to illustrate the point, and also to show how setting yourself up for success is really important. At the end of the day, it's not that the work got done, it's that the work continues.

Part two of an adventure to discovering the source of the claim that 70% of change management

Missed part 1? Check it out here:

Picking up where we left off last week, I’m continuing my quest to find the origin of the claim that 70% of transformations fail.

And things start to get… curiouser and curiouser… We get to go back… way back to the 90’s.  Since everything 90’s is back again, I guess we’re right on trend!

But you've got to listen to find out the rest!

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show notes: www.connectedchange.com

Part one of two on an adventure to discovering the source of the claim that 70% of change management

How many of you have heard this statistic? I’ve heard it probably a million times, and I’m sure you have too! In fact, It makes me feel

In all seriousness, when I talk about this with other change professionals, none of us can figure out how this could possibly be true.

But, here’s the thing. I can’t find the source!

In this episode I talk about phase 1 of my search, and how far I got. And, we finish off with my beef with McKinsey, and about how you can’t

Here’s my hypothesis. I think its all made up.

Listen in to find out how far I got in the research and where it led me, and what you can learn from this along the way.

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And if you liked this episode, don't forget to rate us and leave us a review!

show notes: www.connectedchange.com