Phil is joined by change leader Dr. BehNaz Gholami to discuss how empathizing with people going through change leads to optimal transitions.

Change management often fails when there’s little understanding of, or empathy for, the people who are changing. Without deep knowledge of the environments in which they work, “ivory tower” assumptions guide change planning and lead to generic and ineffective support programs.

So, how do you empathize with people who are changing so that you can provide them with the best support to help them transition to new ways of working?

Change on the Run offers effective advice on common change challenges, from veteran leaders and experts in surviving and excelling during large workplace initiatives.

Guests join Phil Buckley to discuss their experiences and share the one thing they would do to meet a challenge when they're pressed for time.

From managing yourself, to managing the work, to managing others on your team, the Change on the Run podcast gives you the best results in the shortest amount of time.

Phil is joined by change leader and international speaker Gregg Brown to discuss the best strategies for managing the unknown. 

People struggle with unknown situations because they can’t rely on their experience to guide their thoughts, actions or behaviors; they don’t know what to do. This can lead to fight, flight or freeze behaviour, where survival is the only goal.

So how do you be your best when faced with situations that are completely new to you?

Phil is joined by change leader and communicator Linda Kennyhertz to discuss best practices for effective communication. 

Communication is the most important form of support people receive when going through a work transition. It’s also one of the biggest enablers of successful change because it aligns everyone on what is changing, why it’s necessary, how it will affect them, and what they must do to adopt it.

When done well, the results are brilliant; when done poorly, it leads to unclear messaging, incorrect perceptions, and disenfranchised employees.

So, how do you communicate effectively to multiple stakeholder groups as they transition to new ways of working?

Phil is joined by branding consultant, motivational speaker and author Paul Marchildon to discuss strategies on how to avoid taking things personally.

It’s easy to take things to heart when working on a change initiative. The environment makes it easy to do so: it’s fast-paced, deadline-driven, and moving forward often requires multiple approvals, not to mention that circumstances change constantly. But when you take things personally you are not at your best, and often at your worst.

So, how do you separate content from emotions and avoid the knee-jerk responses and regrettable behaviours triggered by your perceptions?

Phil is joined by change consultant Roberta Assaf to discuss constructive ways to respond to criticism. 

It makes sense that people have different views on what needs to be done and how to do it on major change initiatives. Project plans and responses to challenges are built on assumptions and incomplete knowledge. 

Different perspectives are natural and beneficial. Planning for criticism is the first step to addressing it.

So, how do you respond to criticism in ways that support your positions and preserve relationships needed to be successful?

Phil is joined by author, podcast host and HR consultant Jamie Allison to discuss the best ways to set your own personal goals for a change initiative. 

A change project provides real opportunities for personal growth because the environment is dynamic, complex, and involves people at all levels and areas of an organization. Without personal goals, however, you are more likely to focus on completing tasks with little thought or time given to increasing your capabilities.

So, how do you set change project-related goals that help you grow from the experience?

Phil is joined by change leader Bob Kaufman to discuss how to measure readiness for change. 

The biggest question to answer before people take on a change is, “Are they prepared to do so?” It is essential to confirm they have the required knowledge and skills for each phase of preparation because learning is cumulative: the preparation for one phase is a necessary foundation for the next.

So, how do you know that people have the knowledge and skills required to take on the change?

Phil is joined by business partners John Bradley and Carrie Bradley to discuss the best ways to influence decisions through change. 

The decisions that leaders make (in addition to their behaviour) often seal the fate of a change initiative. Influencing these decisions is perhaps the biggest impact you can have on a project’s success.

So, how can you best influence leaders as they are making the big decisions?

Phil is joined by fellow change consultant Tim Morton to discuss the best ways to prepare leaders for change. 

Most surveys cite sponsor engagement as the number-one success factor of change. I think this is because people imitate their leaders. Everything a leader says and does is scrutinized by employees who watch for signs of commitment or resistance to change.

So, how do you prepare leaders for their role so they fulfill they are aligned champions of a change?