Change Course: Recent Episodes
Natalia Lobach
Change Course is about how to successfully lead change. Join us to talk about the solutions to difficult change problems, how to navigate difficult changes and become better change leaders. We thrive at the intersection of change, power and culture. Learn how to influence and lead change within groups of people, connect, and spark the right conversations. This podcast is for you whether you're a seasoned change leader or just starting out! Change Course is led by Natalia Lobach, the founder and principal of Charthouse Advisory Services, and founder of Connected Change (TM).
As a change leader you can't always be nice. Don't be mean! but being nice and trying to please everyone will undermine the very change you're trying to make successful.
There is a difference between being nice and being kind... and I get into what that looks like from a leadership perspective and why its so hard.
Full scale organizational culture change is incredibly hard to do successfully. But what if you're leading a team and you want to change just the culture on the team? Approaching things at a small scale and keeping in mind 3 important things will help you be successful.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Are you a leader who is planning a big change for your team, but doesn't know how to get your team ready for change? Often with big strategic changes or reorganization, we can't provide details before the change is announced. But if your team is completely in the dark, it makes responding to the change harder when it comes as a surprise. In this episode I talk about a recent example of how a leader prepared a team for change using 3 key tools. But here's the inside scoop -- I can tell you why they worked, and how to apply them.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Have you ever wished for a crystal ball so you would know when change is coming? When we're trying to figure out how to be better at managing and leading change, an unexpected change can completely throw us off track. But what if we knew that change was coming? In this episode I walk through the 5 biggest indicators that change is coming that you should be looking for. Think of be as your back-pocket secret that can help you anticipate and prepare for big changes when you're colleagues have no idea they're coming!
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Emotional responses are a fact of change -- but why do they happen? Context is really important and how people have to show up inside organizations, we are rarely in control of our organizational destiny and it makes change feel like it is happening to us instead of being in charge of it. This episode covers the 4 fear responses and what they look like inside the organizational environment and why we rarely see anger expressed openly. Change curves are an important part of the research and I introduce another way to look at this collectively to help indicate the individual and group emotional state. Lastly, facing the negative responses to change is not something we can avoid. I walk you though why leaning into the negative responses is essential to getting the results you desire.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Change is happening all the time, and guess what? It happened to me. Well that's not the whole story, but I've taken a break after some time away and I have to tell you that this has been the best decision, but not for the reasons you may think... I've been spending the past few months testing out Connected Change and I have some incredible things to share with you that I know will make us all more effective transformation leaders.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Traditional Change Management approaches focus on two key things... communications and training. But what if your change isn't a giant implementation requiring thousands of people to attend training sessions?
What if your change is simpler than that?
Well, this might get change traditionalists a little upset, but sometimes you don't need a training plan at all!
In this podcast I go over how to figure out if your change needs a training plan or not, and what tools and approaches exist to create a blended communications and training approach that meets the needs of various programs large and small, and how to tailor your approach to find the best fit for your program.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
Going "back to school" can mean a whole bunch of different things, but certainly for those of us who have school-aged children, and for those of us who work as educators, we're experiencing a massive shift from "summer schedule" to the "regular schedule". For those of you who are not currently in the back to school routine, the shift certainly has a ripple effect as many of us experience a transition back to routine after Labour Day.
But the question is: even though we do this every year, why does it seem so hard? Shouldn't it be a lot easier? Like flipping a switch?
I get into why in this episode, and how our very human expectations get in the way of experiencing change smoothly, and why it takes a bit to get into the groove.
Summer means special episodes at the Change Course Podcast! We're running some selected episodes from our sister series, Change: The Conversation. These were originally run as a video series, but we've transformed them into podcasts just for you!
We hope that you enjoy them!
We're back in this bonus episode with Stephanie J. Marshall, alignment coach, with a short, but unmissable episode. How can we bring a sense of ease, joy and curiosity to change instead of feelings of stress and overwhelm. Stephanie illustrates with with an illuminating client story that shows us how we can dig into change, manage through uncertainty and help us bring a sense of ease and fun to change.Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
Summer means special episodes at the Change Course Podcast! We're running some selected episodes from our sister series, Change: The Conversation. These were originally run as a video series, but we've transformed them into podcasts just for you!
We hope that you enjoy them!
In this episode of Change: The Conversation we continue our conversation with Stephanie J. Marshall.
Resistance is the bane of the change manager's existence! So what about resistance? We're back in this episode to continue our conversation with Stephanie J. Marshall, alignment coach, on the power and purpose of resistance in personal change. Her approach? Resistance is where the GOOD stuff is. Resistance comes from our assumptions about change and how we are going to feel. Steph talks about how she approaches resistance and works through it with her clients, and walks through her approach. Managing resistance within ourselves is the key to leading change successfully and is an essential journey for every change leader. Learn to expect resistance, wrestle with it and excavate it for yourself, and you'll become a much stronger leader. Working through and dealing with emotions is one of the thorniest areas of change both personal and professional and we talk about the conflict between logic and emotion and how to address it.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
Summer means special episodes at the Change Course Podcast! We're running some selected episodes from our sister series, Change: The Conversation. These were originally run as a video series, but we've transformed them into podcasts just for you!
We hope that you enjoy them!
In this episode of Change: The Conversation we continue our conversation with Stephanie J. Marshall.
So, where the heck are we going? Change is the destination. We're back with Stephanie J. Marshall, alignment coach, to talk about the importance of vision. Stephanie breaks down the vision process and how she helps clients build a compelling vision and what makes it impactful and successful. Developing a personal vision is just the beginning, and Stephanie talks about the key component that is absolutely critical before any change can really happen. We get into why using creativity and imagination conflicts in your brain with the tactical planning, and how Steph uses the first law of alignment: spend more time thinking about what we want than what we don't want.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
Summer means special episodes at the Change Course Podcast! We're running some selected episodes from our sister series, Change: The Conversation. These were originally run as a video series, but we've transformed them into podcasts just for you!
We hope that you enjoy them!
In this episode of Change: The Conversation I have the pleasure of speaking with Stephanie J. Marshall. I’m a client of Stephanie’s and a huge fan of the alignment framework, so this conversation is one for the ages. We talk about the intersection of personal and organizational change and what this all means.
So what is an alignment coach? In this episode Stephanie J. Marshall of Kickstartology introduces us to the wonderful world of alignment coaching and how it relates to personal change. Stephanie is in the business of coaching leaders through change and helping them effectively lead their teams. We talk about how an amazing transformation always starts with you, and how we can approach change from a personal perspective. We talk about why resistance and denial are normal reactions to change and how to get through them. Then, we get into who is most surprised by the emotional reactions to change. Stephanie breaks down how small shifts lead to lasting transformation and success in any change and how alignment is at the center of it all.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
Summer means special episodes at the Change Course Podcast! We're running some selected episodes from our sister series, Change: The Conversation. These were originally run as a video series, but we've transformed them into podcasts just for you!
We hope that you enjoy them!
We're back for our third conversation with Nadine Araksi, and we are talking about when you want to build a new future, the stories that you create are incredibly powerful. Nadine is an expert at crafting story to create shared vision and making the future real. We talk about context, intent and the building blocks that you need to build a strong story for change. We cover what to do if you need to adjust or change the story mid-flight-- how context and new information can impact us, and how getting it right (vs. being right) focuses us on the process vs. the end result. This conversation is for anyone looking to spark change in others and themselves, in a positive way.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
Summer means special episodes at the Change Course Podcast! We're running some selected episodes from our sister series, Change: The Conversation. These were originally run as a video series, but we've transformed them into podcasts just for you!
We hope that you enjoy them!
Nadine Araksi and I are back with another conversation on the power of story, and in this one, we get deep into how to use story to bring about change. How to the stories we tell about ourselves, our own thoughts and internal stories help us understand and manage our experiences. Nadine breaks down one of the ways that she coaches people through discovering their own stories, how they can identify resistance and change their stories to enable bigger change in their work, lives and organizations.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
Summer means special episodes at the Change Course Podcast! We're running some selected episodes from our sister series, Change: The Conversation. These were originally run as a video series, but we've transformed them into podcasts just for you!
We hope that you enjoy them!
This week I'm joined by Nadine Araksi, an expert on stories and how they can facilitate incredible change. Nadine talks about the client work that she does as a story coach and how story has been the unifying thread throughout her life and career. We get into how story is a tool to help people connect with purpose and intent, how it facilitated inclusion and brings people together. Nadine talks about one of her favourite tools for using and applying story and how central emotions are in story to make sense of our experiences, thoughts and decisions. Nadine tells us about a difficult change experience that she led a team through and how story was an important part of helping people move through the change towards a common future.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
I recently re-listened to my very first episode of the Change Course podcast, and had a chance to reflect on how far we've come, and where we are going.
I have some updates as well, on the summer months for the Change Course podcast, and some exciting content that I'll be bringing you!
To stay in touch with us over the summer period, sign up for the newsletter, this will be continuing every month!
Have a restful and reflective summer and most of all, enjoy it!
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
If the world of change facilitation has changed, what does that mean for us as facilitators? We've talked about changing the approach and the tools, but what about how we show up as facilitators at the event itself?
In this episode I talk about energy and how important it is to bring the right level of energy and enthusiasm to your virtual or hybrid event.
I reflect on some recent experiences where I attended a virtual event and an in-person event that was also broadcast to virtual attendees. The learning from these two events had a significant impact in how I'm approaching virtual and hybrid facilitation events going forward, and I can't wait to share these insights with you!
Check out the show notes for some awesome links that you don't want to miss!
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
Last week we talked about how much of the world of change facilitation has changed with our new ways of working in virtual and hybrid environments. This week I talk about how we need to change the tools that we are using to make change facilitation in these new environments successful and engaging for participants.
Remember the days of flip charts and sticky notes? I do... fondly! I used to love getting up in front of a room and facilitating an amazing in-person session. When we first moved into the virtual environment we tried to replicate this approach and it didn't really work.
So I started on a journey to find what worked well and how we can use different facilitation tools today, that we could have only dreamed about in the past!
I talk about why it is important to be mindful of the tools and approaches that you're using, and how to determine what will work best.
I truly think that this approach presents more opportunities for participants, and there are more cool tools and techniques coming available every day.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
The way we facilitate change has changed! With the shift towards virtual and hybrid environments, it's almost impossible to get a team of people into the same room together to do anything face-to-face. If you do, it's a real treat!
In this episode I share what I've learned over the past several years working with global companies and through the big shift to remote work, on what makes change facilitation in hybrid and virtual environments successful.
In this episode I cover:
1) Planning your facilitation events, thinking about pre-and post work that can happen outside of the virtual “room”
2) Breaking up asynchronous and synchronous work
3) Clarifying and promoting what we are doing so others get visibility into the process
4) Being inclusive in a virtual space
5) How these activities need to link into the communications strategy
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
I've spent the past few weeks speaking with incredible companies about change, and working with change sponsors. Here's the thing... the way we do change is changing. I'm hearing from so many more operational leaders who are now being asked to lead change more and more, and they're feeling pushed out of their comfort zone!
For sponsors who are really good at operations, change presents a challenge. How can you talk effectively about change when you don't have all of the answers!
In today's episode I talk through what you need to know as a change manager when planning communications, from both a sponsor and organizational perspective and how to break down the work into pieces that you can work with and plan, and help your sponsors excel in their role as change leader.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
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.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
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.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
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.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
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.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
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!
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
Show notes: www.connectedchange.com
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!
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
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.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
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.
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newslettershow notes: www.connectedchange.com
Part two of an adventure to discovering the source of the claim that 70% of change managementefforts fail.
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!I enlist Bing Chat (Chat GPT) to help me, and we start to get to the bottom of it, (Thanks Chat GPT!). One Amazon overnight delivery later, and... yes!
But you've got to listen to find out the rest!
Want more amazing change & transformation content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
And if you liked this episode, don't forget to rate us and leave us a review!
show notes: www.connectedchange.com
Part one of two on an adventure to discovering the source of the claim that 70% of change managementefforts fail.
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 feelpretty competent because none of my change projects fail, so obviously I must be a genius!
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’tquote your own market research data as “academic research”.
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.
Want more amazing content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
And if you liked this episode, don't forget to rate us and leave us a review!
show notes: www.connectedchange.com
Power in organizations can be collected, and concentrated in a few different ways. Having information, being able to use it and being the gatekeeper of data and information capital or assets is how I'm seeing power being concentrated in organizations today. So what does this mean for a change manager and change leader? Listen to the episode to find out!
Want more amazing content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
And if you liked this episode, don't forget to rate us and leave us a review!
show notes: www.connectedchange.com
Whoops! I made a technical error and this is the actual episode for "Tastes Like Crow". Previously, episode 55 played a repeat of "I'm not here to make friends" Thanks to the listener who pointed it out to me, and thanks to all of you for your patience!
I wrongly judged someone and then someone else wrongly judged me. How are these two things related? Well, it has to do with age, and stereotypes. Got some great feedback on a previous episode which I address here, and then, coincidentally, had the same judgement passed on me! What does this tell us about change? Well, our categories and stereotypes won't help us where we're going... but mindset will.
As an aside, I also share with you what is one of the best explanations I've found for the relationships between change champions, the diffusion of innovation curve and the tipping point.
Want more amazing content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
And if you liked this episode, don't forget to rate us and leave us a review!
Donut stop believing
A critical part of making a transformation successful is your team. The transformation team is an essential element to making the change happen, and one of the ways to get a cohesive team, is building a subculture. You're leading a group of disruptors, and sometimes that disruption is going to chafe against prevailing culture. Your people need a safe space to come back to, one where everyone has their back. So build a great subculture to support that. In this episode I tell the infamous donut story that one of my project teams will never let me forget! Its a great lesson in how protecting your team culture, goes a long way to carry them through when change gets tough... because it always gets tough before it gets better.
Want more amazing content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
And if you liked this episode, don't forget to rate us and leave us a review!
show notes: www.connectedchange.com
Sometimes the problem you want to solve isn't the problem that you need to solve. Despite what we want to do, we can't change everything, everywhere, all at once! I tell you a story about a CEO I met last week who is taking on the family business. It's an amazing opportunity and of course, when there's family involved, it can get complicated. I share what I've done with other founder/CEO businesses in transition and how to approach change in a sensitive scenario like this one.
Want more amazing content? Sign up for the Navigator Newsletter here: https://www.connectedchange.com/newsletter
And if you liked this episode, don't forget to rate us and leave us a review!
show notes: www.connectedchange.com
I wrongly judged someone and then someone else wrongly judged me. How are these two things related? Well, it has to do with age, and stereotypes. Got some great feedback on a previous episode which I address here, and then, coincidentally, had the same judgement passed on me! What does this tell us about change? Well, our categories and stereotypes won't help us where we're going... but mindset will.
As an aside, I also share with you what is one of the best explanations I've found for the relationships between change champions, the diffusion of innovation curve and the tipping point.
I'm here to make change
When we meet with very resistant individuals, sometimes we have to go outside the regular change playbook, especially when these people hold a lot of power and influence. I update you with a story about one of the execs I'm currently coaching that talks about how they finally were able to get a very resistant individual in line with the coming change. Its an update to an episode from Nov 15th, titled, what game are you actually playing. I talk about what changed since then and why they were ready to confront this person now. It's a great example of how this type of conversation can work.
show notes: www.connectedchange.com
I'm hoping in this episode that you can learn from my mistakes! In this one I talk about one of the red flags I encounter when starting out in an organization. Whenever you're the new kid on the block, you'll inevitably meet people who tell you that they "Love Change". Usually they will say that they want to help you and be part of the initiative because they think change is awesome and really, overdue. I'm going to tell you what you need to be aware of, and worried about when meeting new people, and what power, politics and influence have to do with it!
show notes: www.connectedchange.com
When we're reached implementation day for change (day 0) and we're ready to go, we're done right? If you've ever tried to change, you'll know that the decision to change, or the big "implementation deadline" of the first day of change is only the beginning! In this episode I talk about the Messy Middle, what it is and strategies to get through it, and why we're all susceptible to this bias!
Show notes are at www.connectedchange.com
Have you found that some organizations just do change so much easier than others? I have. Part of Connected Change (TM) is understanding how group dynamics, relationships and organizational systems affect change, but I've also found that there are aspects of culture that make change easier or more difficult.
Culture is driven by the purpose of the organization, but there is also the factor of how certain types of organizations attract specific personality types. Some of these personality types make change more difficult.
We get into motivations and how to assess where employees fall in the different categories. I also link a great tool that can help you understand this in more depth (and yourself!) and talk about how what drives a person at work can impact how well the organization implements change.
show notes at www.connectedchange.com
Ok. so you're a new change leader and this new job you have, is overwhelming! In fact you've never felt more uncomfortable in your life! Pair that with fear (failure is not an option) and you've got the perfect storm for a very bumpy ride.
In this episode I talk about the power of coaching and how delving deeper into understanding yourself can really help you become a stronger change leader. After all, if you have to lead people out of their comfort zones, you've got to get comfortable with your own!
show notes at www.connectedchange.com
To work from home or not work from home... that is the question. We're updating the story of our resistant executive and where we are with the changing office norms, both individually, in this story, and more broadly with how trends are more broadly playing out.
We also get into generational impacts, why this might be happening and how it helps to explain some of the behaviours we are seeing.
I talk about one of the resources I like that helps move people with entrenched beliefs and mindset and we give you the full update on what has been happening and how our WFH resistant exec is doing!
show notes at www.connectedchange.com
It's about that time of year when the wheels fall off of our New Year's resolutions and we face the cold hard reality of our holiday excess. January 24th is called "The Most Depressing Day of the Year" for good reason!
But what can we learn from our mistakes around New Year resolution failure, and what can it tell us about how we actually change?
This episode is a warm hug, as we enter season 2 of the Change Course podcast... and don't worry, no shaming!
We get into how change actually happens and some of the things you can do to help change be successful both in your personal and professional lives.
That's a wrap on season 1 of the Change Course Podcast. Can you believe it's already been 1 year?
Thank you to everyone who has listened, sent me your feedback and asked questions. I can't tell you how much I appreciate it.
I've got an update on the leader who I talked about in "Employee Engagement" and what I think will happen when this person gets back from some well deserved time away. As well as reflections on all that has happened this year, and the change we're still in the middle of.
Taking the time and space to reflect, rethink and connect with our values and who we want to be is part of the process of personal change. We're going to be taking a short break for this purpose, and will return on January 7th, 2023. See you then!
Listen all y'all it's a sabotage!
Seriously though, sometimes it feels like change resistance is intentional. I once had a leader in an organization intentionally sabotage the project I was working on, not only that, but they got their whole team involved. It felt like overnight, it went from hard to impossible.
The truth of it was that this leader had shared a very old but still relevant manual with their team on how to intentionally sabotage projects. While this sounds completely wild, it actually happened. One of their team members, who remains a good person to this day, told me the truth.
What I learned from this experience was that change resistance behaviour often looks similar. Since then I've worked hard to find the way to design and deliver change that overcomes these points of resistance. In essence this is how Connected Change (TM) was born.
Is it ever a good time for change? Based on my experience and the clients I work with, when asked... is this a good time for a change? The answer usually is "no!". One of the things that makes change successful is finding the right time to implement change. Sometimes this can mean looking for or using opportunities that come up to help you.
Changing course happens, and it can happen multiple times in any change, in this episode we get into how course changes aren't all bad, and can be used as ways to hasten or support change that need to happen.
There is also a dose of 90's nostalgia in this one, as I tell a hilarious story about using an opportunity led to a desperately wanted change (a pair of amazing high-top sneakers)
Sometimes we come across really difficult change resistance. If there is a person involved in the change, who holds a considerable amount of power, and is resisting or worse, sabotaging change, what can you do?
Alternate titles for this episode were: "I'm not here to make friends", and/or "Don't hate the player, hate the game". but really, this episode is all about how to navigate a difficult conversation like one with a powerful resistor, and what you can do to make it a successful one. When all of the positive strategies have been tried, and failed, I provide you with some advice on how you can reach this kind of stakeholder, and ultimately, prevent your change from being sabotaged.
show notes: www.connectedchange.com
What does a transformation office actually do? If you're new to the game of change, you might be wondering about this. I break down the ways transformation offices are structured and why, and how the focus changes for different types of change. Importantly, we get into how change actually happens. We talk through the 4 phase Connected Change (TM) model, and what you and people involved in the change are actually doing.
show notes: www.connectedchange.com
Digital transformation, technology transformation, we get into what this is all about and how this type of change differs from org changes. I tell you a story of a client example, of what this actually looked like and how we approached the change. We break down how to lead this type of change if you're a functional leader or executive and talk through how the transformation office differs in this model.
Show notes at www.connectedchange.com
In this episode I break down the first type of transformation, organizational change. We talk about the 4 types of org changes and what that looks like, and the critical role of the transformation office. I break down the roles and what each bring to the transformation effort, and how you, as an executive and sponsor play a role in transformation success.
show notes at www.connectedchange.com
Organizational transformation -- what a big word. If you're a manager, leader, or new change manager you've probably heard this term tossed around. In this episode I break down what org transformation is, and what the different kinds are. We get into the role of change leadership vs. change management and how different types of transformation require different skills.
show notes on www.connectedchange.com
Have you been asked to fill out an employee engagement survey recently? Have you heard the term, quiet quitting? How are these related?
Quiet quitting is a new term for something that has been around for a long while… and the uptick in organizational activity around employee engagement and engagement surveys is trying to address the wrong problem with the wrong tools. What we’re seeing is resistance and confusion around how to respond to the biggest change our world of work has faced since the industrial revolution. Listen in to this week’s Change Course, to learn about the root cause, what the problem really is, and the solutions.
A Rolls Royce, a Lake House in Muskoka, the newest iPhone, Air Jordans what do all of these things have in common? They are all status markers. We humans have always used status markers to show others how much relative status, and therefore how much power we have relative to the group we are engaged with. Status and power are related. So when you’re a leader trying to bring about change, you need to be able to identify quickly, who has power because they are well positioned to help you. Status markers are a way – but sometimes they are hidden in plain sight. Listen to this episode of the Change Course podcast to find out more about how you can use status markers to identify power in your organization.
One of my favourite references when talking about ingroups, outgroups and toxic culture is the movie mean girls. Not only was it filmed in my hometown with a lead actress from Toronto (shoutout to Rachel McAdams!) but also because it is a great illustration of how toxic cultures can start. In this episode of the Change Course podcast, I get into how ingroups and outgroups form and drive toxic culture, and the role of leadership in identifying and changing toxic cultures.
There is an intersection between power, influence and culture, two key elements of Connected Change ™. This relationship drives how effective leaders are at bringing about changes in their organizations, and what drives us, as humans, to behave in certain ways around powerful and influential people. Human nature, social structures and relationships are driven by our need to seek status and affiliation among the groups that we are a part of. Listen to this week’s episode to find out more about the intricacies of power and influence and how these play a role in reinforcing culture and bringing about change.
How do you become an organization that does CHANGE well? The truth is that our world has entered a period of rapid, sustained, and relentless change. Change that happens to us is exhausting and drains our energy. Multiple successive big changes can run an organization and its culture into the ground. One of the ways to build change resilience is to make change a part of the organization and its culture. So how do we build an organization that does change well? Listen in to find out more!
I got this song stuck in my head recently "Back to Life, Back to Reality" by the amazing 90's pop culture phenomenon Soul II Soul. I think it accurately describes how we are all feeling right now. While many organizations started their "back to the office" campaigns earlier this year, it kind of felt a bit like everyone had escaped to the lake this summer... and now, after the final long weekend of the summer, we are back at it. September always feels like "back to school" and in organizations we still follow that rhythm, September means "back to business".
If you're feeling at all apprehensive about what September means for your work, life and routine, this episode is for you. I'm breaking down the weird feelings, how to navigate and help yourself adjust and where you need to be kind to yourself from the perspective of a change manager.
Good luck, and stay safe out there!
Show notes: www.charthouse.ca/change-course-podcast
After all of the discussions of culture and change -- what do you do if you're starting a new team or organization, how can you build an amazing culture? Culture is fast becoming a competitive advantage. Employees are seeking out cultural fit for themselves and are choosing organizations with strong cultures more frequently. Defining culture is just as important as defining strategy, but how can we go about planning culture? There aren't as many tools and templates for this. I talk through a pitfall that can happen in building and defining culture and why you need to define your culture by what you are, vs. what you are not.
So, once you know how to build the behaviours and interactions that you desire, how do you know if you've accomplished your goal? I talk through ways to measure culture and to know if you're doing a good job of making your desired culture come alive.
Show notes: www.charthouse.ca/change-course-podcast
Culture has a gravitational pull on the organization and its people. So what causes this? In this episode we dive into the realm of social psychology to understand group dynamics, and how viewing organizations with this lens helps us to define and understand culture. We meet some old friends along the way, and talk about why working organizations are not families. Group and social dynamics is the second key organizational system that we talk about here, and viewing this as a system helps illuminate this. I use some fancy math to explain how relationships multiply and create webs of social networks that make changing cultures difficult. This starts to quantify the intangible and make it easier to understand the how and why of relationships in groups. Humans sure do love their group dynamics, after all, we are social animals!
show notes: www.charthouse.ca/change-course-podcast
When we are trying to change an organization's culture it is hard! This change takes the longest and requires incredible leadership and persistence.
Building upon the last three episodes, I talk about breaking down the current behaviours and interactions and defining the desired interactions and behaviours that we want to see in the change.
My belief based on my experience in cultural change is that culture is driven top-down in the organization and driven by the business model. If you want to change culture, don't make the mistake of trying to adjust culture from grassroots or bottom-up initiatives.
I talk about the requirements for cultural leadership including: demonstrating and leading cultural change, holding people accountable (including ourselves) and how to handle mistakes and build trust. I also talk about the hardest part of cultural change that leaders will have to do to make cultural change successful.
Show notes: www.charthouse.ca/change-course-podcast
Have you ever walked into a place, caught the "vibes" and thought: "This is not for me". Well that's culture! The first step to changing our organization's culture is fully understanding what it is.
With a clear definition of what our culture is, we can identify what we want to change, and start planning out how we will do that. I break down cultural change objectives in interactions and behaviours and show why cultural change must be led by leadership from the top down. I also help you identify the difference and relationships between the culture in the organization, and culture "at large" or within larger groups or society.
Show notes: www.charthouse.ca/change-course-podcast
It's culture month at the change course podcast! Tune in all month as we bring you amazing content on organizational culture and culture change.
Culture is one of my favourite subjects to discuss and one of the 5 elements in Connected Change (TM) for a reason! One of the central tenets of organizational culture is that it is stable. It has a gravitational center that remains the same over long periods of time and is difficult to shift! That's why our theme for this month is "plus ça change, plus c'est la même chose" or: "the more things change, the more they stay the same".
Tune in to this foundational episode to learn about organizational culture, and change in the context of culture. Imagine you're sitting by the Seine in a French Café! We bring the philosophers and thinkers by our table to discuss culture and change and walk through examples, case studies and how to define culture, and ultimately, change it.
Show notes: www.charthouse.ca/change-course-podcast
Once we've defined the behaviours we want to see in the change, how to we ensure that they happen? This is where rewards and recognition come in.
There is a lot of new science and understanding on how rewards and recognition work. In this episode I weave together old science with the new, and talk through examples of how this has played out in the change work I've done in various settings.
I also highlight how rewards and recognition need to be structured in change initiatives to make them successful, and the difference between intrinsic and extrinsic rewards systems.
Show notes are available at www.charthouse.ca/change-course-podcast
Leading people through change means that we, as change leaders, need to work through behavioural change and the adoption of new behaviours to replace old ones. Sometimes maladaptive behaviours are difficult to uproot because they have a system of reinforcement. To change this, we need to "ignore" the behavior (stop reinforcing it). What then happens is that the unwanted behavior increases in frequency and intensity. This phenomenon is called an extinction burst.
In this episode I talk about these concepts from behavioural science, where they show up in change and our essential role as change leaders.
Show notes available at www.charthouse.ca/change-course-podcast
Implementation and adoption requires that we change behaviour. When all is said and done, and after everything has been set up and is ready, reality hits when we actually have to DO something!
I walk through several examples in this episode that illustrate this phenomenon and how behavioural science helps us understand what works, and what doesn't when we're implementing change.
Show notes are available at www.charthouse.ca/change-course-podcast
We're taking a pause from our regularly scheduled programming to answer a great question that popped up in one of the change forums out there on the wild wild internet.
This week we address how to change successfully in an entrenched cynical culture that is also a unionized organization. We draw from Connected Change (TM) to frame the answer using the five elements to frame and approach. We also draw from our lengthy discussion on systems theory and change in systems when thinking about and discussing how to change in a unionized organization.
show notes at www.charthouse.ca/change-course-podcast
In this episode we talk about the power of story and history and examine the stories of two different organizations that had specific approaches to this. One had a historian on staff and a whole department devoted to the archives of the organization. In an environment of change and flux, their historical record became the standard when change meant that few people could remember history for themselves.
Another organization was an outlier in their industry, and approached their business with a commitment to deep community ties. The community became concerned about the activity of some outsiders who threatened to disrupt the business. The approach that this organization took was revolutionary, they hired a journalist.
Listen to hear more about how two organizations have approached the power of story and history in new ways.
Show notes are available at www.charthouse.ca/change-course-podcast
Are you a new Change Manager? Have you just been handed a big change project and don't know where to start?
This is our final episode in a 4 episode series on my expert advice to Change Managers just starting out and how to set yourself up for success! Go back and check out all of the “For the Newbies” podcasts to catch up.
In this episode we talk about what change managers don’t want to talk about.
Change can be an incredible, transformative experience but it can also be exhausting and draining. Change brings up difficult emotions and it is difficult as a change manager to navigate a storm of emotions in the organizations we are trying to help.
I’m often called in by the organizations that are struggling with change. This means that the emotional stakes are higher, as is the level of difficulty.
Listen to learn about the foundational practices that every change manager needs to start doing to be the best possible leader during time of change.
Show notes available on www.charthouse.ca/change-course-podcast
In this episode we talk about the important link between “talking the talk” and “walking the walk”. Change for the people doing the change requires a change in behavior. So how do we make this happen? Change in behavior is not achieved by talking about it, but rather by doing it.
Where talking and doing align, you’ll see amazing results!
Secondly, the critically important part of change is leadership demonstrating and acting vs. just talking. There is an important tipping point that happens with change adoption when leadership are seen doing the change and demonstrating it for the people they are leading. It also reinforces expectations for people in a visible way. Change champions play a role as well, in being visible supporters of the change by doing and demonstrating vs. just talking about it.
Show notes are available on www.charthouse.ca/change-course-podcast
The question my anxious clients always ask at the beginning of a change initiative? "When can I see the change management plan!" and oh my, I do sometimes need a little patience when we think that all of the answers will be inside this magical document.
Gathering the inputs and documenting the plan is the next step in a successful change management approach. This is an extremely helpful tool and I find that there is a lot of controversy over what it is... and isn't! It sounds very official and daunting, but at the core, the change management plan is a simple tool to create common understanding the change ahead, and planning for the key interventions and activities. With a little bit of stakeholder, a dash of project management and a pinch of the innovation/adoption curve, I outline a tried and true recipe for a change management plan that works for me, and that I reuse time and time again on engagements.
show notes: www.charthouse.ca/change-course-podcast
Are you a new Change Manager? Have you just been handed a big change project and don't know where to start? Follow along for this 4 episode series on my expert advice to Change Managers just starting out and how to set yourself up for success.
In this episode we talk about the fundamental role of the change manager, and thinking about change leadership and the people they are leading in two key ways. Understanding how change affects people is the cornerstone to strong change management results and a key part of the ConnectedChange (TM) Approach. Bridging the gap between those leading change and those affected by it as well as the one key activity and skill that you need to hone in the first part of change are the focus of this episode.
Show notes on www.charthouse.ca/change-course-podcast
The first step in successful change is letting go. Letting go of the past, expectations, what has always been, is a critical part of the change journey. Without letting go of the past, we cannot make space for what is to come. We have a hard time doing this, however, and letting go brings up a lot of very negative emotions that people typically want to avoid. So how can we better manage our thinking around letting go, and our desire to have control over our circumstances? I talk through 2 examples I've used in client and personal situations and what to expect with the negative emotions that can come up in this stage of change.
The organizational ecosystem helps us understand how our organizations respond to change and how we can manage change more effectively as change leaders. Over the past few episodes we've discussed systems theory and how understanding organizational systems help us better understand how change happens in a group setting.
Well, this is where we get to the good stuff. What if there was a change model that talked about the organization as both a structure and an ecosystem? I developed Connected Change for this specific purpose - to address gaps in the current change models and come up with a focused approach that helps us better understand and predict how our organizations respond to change. Furthermore, Connected Change is an integrated change approach that defines the system attributes we are changing alongside core organizational components, AND helps us identify which interventions will be most effective in moving us from current to future state.
In this episode I talk about the Connected Change model and the 5 elements: Power/Influence, Politics, Culture, History and Stories and how we use these core elements to bring out profound changes in organizations.
During the Pandemic, our world was turned upside down. As we exit into the immediate post-pandemic period, it seems like many of the changes that were made are going to stick. Why is that? When looking at complex adaptive systems and change, having another event kick the system out of homeostasis can actually be a huge advantage to bringing about changes to the system itself.
Also - humans? We LOVE homeostasis. So much of who we are, our nature and how we respond and react to change has to do with maintaining homeostasis. So what do we need to do to change? Change the system itself and create new systems to sustain change.
This wraps up our 5 arc series on Complex Adaptive systems! listen to episodes 13 - 17 to catch them all.
Change is not a process, it is the destination. If we look at change as a process in a systems view, it doesn't work! Complex Adaptive Systems aren't linear, so applying linear process to a system often ends in failure. When we add a layer, thinking about systems in homeostasis, we start to see why incremental change, tweaks and nudges work. Systems seek steady state, and small adaptations are easily absorbed. When we want to make big change, we need to change the system itself and seek a new and redefined homeostasis in order to make things stick.
In the domain of biology, organic biological systems are characterised by a state of homeostasis or "steady state". Complex adaptive systems are adaptive in nature, in that they exist in steady state and attempt to preserve steady state through adaptation. When something threatens or changes the system, thereby interrupting steady state, the system will adapt to return to steady state as quickly and efficiently as possible. When change is introduced, there is a push and pull, an ebb and flow that is a natural part of the system. Like the waters of the earth resist the pull of the moon's gravity, creating the tides, there is a natural ebb and flow to systems as part of change.
Humans and our organizations are more like bees and beehives than they are like machines and component parts! Human systems are more like the complex adaptive systems that we see in nature. Complex, because the relationships and behaviours that make up the way the system operates are complex and interconnected. It can be difficult to predict how a complex system will respond to change! Bee colonies have a hierarchical structure with 1 queen, attendants, drones and workers, but the way they operate goes above and beyond the colony's organizational structure. Where information is currency, the way that bees interact and communicate with each other, mirror how our human organizational systems operate. We humans and our organizations are more like bees than like machines.
The only constant is change. Heraclitus of Ephesus (ancient Greece) was an ancient philosopher who introduced the central characteristic of the universe was not static but that is was ever-changing. While Heraclitus defined this central characteristic in 500 BC, this idea hasn't formed the central tenet of change management. What if our approach to change needs to be more aligned with nature, biology and the idea that change is ever present?
show notes: www.charthouse.ca/change-course-podcast
youtube (accessible version with captions) https://www.youtube.com/channel/UCtV5wKa8NZbwplNtBaVdEog
"We knew something was happening when we saw those swans dancing". You may have noticed the images of dancing swans and wondered what all of this was about. Story, imagery and symbolism can be a powerful tool to transmit messages without saying anything at all. We talk about the story of the ballet of Swan Lake, how it was used to buy time and distract in the context of regime change, the symbolism and imagery and the story transmitting information from a totalitarian regime to today, where the images are becoming those of protest. Story and symbolism can be a powerful way to transmit information in the context of change as we are seeing today.
For full show notes and a list of references, please refer to www.charthouse.ca/change-course-podcast
In this episode, we address a question from one of our listeners: what effect do the laggards have on the innovators and early adopters and why? We dig deep in this question, and pick apart why laggards have such a negative effect on others and why focusing too much on the lagging end of change can undermine your efforts. The three main areas we dig into are leadership and what we are saying to our leading edge, confronting the fact that laggards just don't want to change, and that laggards can be toxic. Figuring out how to navigate this difficult group is the key to sustainable change.
For full show notes and a list of references, please refer to www.charthouse.ca/change-course-podcast
In this follow-up episode to last week's brief history of change management, we talk about where the practice of change is going, focusing on three key areas: how we look at organizations, deepening our understanding of people and how the way we work is changing. Key resources in each of the areas are outlined and provided in the show notes. You can find them at: www.charthouse.ca/change-course-podcast (to be posted March 2)
Did you know that the first change management theory was introduced in the 1950s? Change Management is a relatively new field of study and research and it is evolving at a really fast pace. This episode acts as a primer for the key theories and models that have built the foundation of change management and is great for those who want to learn more about change, and the leading practices out there. I start with Lewin's first model, and talk through the leading methodologies including Kotter's 8 step model, Jeff Hiatt's ADKAR, Bridges - Managing Transitions, Kubler-Ross's change curve and McKinsey's 7S model.
I also touch on the two published "fables" that introduce the concept of change management in story form, "My Iceberg is Melting" and "Who Moved my Cheese".
I briefly talk about why to apply each model, some pros and cons, and hint at where the practice is going.
For full show notes and a list of references, please refer to www.charthouse.ca/change-course-podcast
The previous episode was recorded on February 11th, and since the additional events of the past week and weekend, there were a few more things to add to the episode from this week.
We continue to wrestle with an extremely negative outcome of change in society, and there are ways to come out of this. However, there is no freedom without accountability or responsibility. Empathy and accountability have to go hand-in-hand as we move forward, and leadership needs to be present and hold people accountable. This is not easy.
This goes to the edge of my practice in change, and for this episode specifically, I've included more resources for your consideration in the show notes. You can find them here at: https://www.charthouse.ca/change-course-podcast
Videos of this podcast with fully edited captions, available within a day of posting, are here: https://www.youtube.com/channel/UCtV5wKa8NZbwplNtBaVdEog
And we want it back
"When you're accustomed to privilege, equality feels like oppression". The pandemic has been a change that has happened to us, and with that comes a feeling of a loss of power. When a crisis prompts a change, unexpectedly, there is a danger that this loss of power and control can manifest in very negative responses to change. Understanding power dynamics, who gains and loses power, and how to use a change impact assessment to plan a path through change helps to navigate this effectively. As humans we have emotional responses to change, and being able to move through a negative emotional state is key to navigating change effectively and hearing another person's fear is a deeply humanizing experience.
More equality is better for everyone. At the end of the day, it's not a negotiation. We can't go back.
Show notes at: www.charthouse.ca/change-course-podcast
We all want to implement change that seems to ignite a spark and start an unstoppable fire within our communities and organizations. Going Viral is what it feels like when a change builds up momentum, excitement and effort in the first stage and gathers speed as it impacts more and more people. Tying the ideas of the Technology Adoption Curve, Crossing the Chasm and Tipping Point Change Influencers, we learn more about how bringing together the champions, critical innovators and early adopters will create the ideal circumstances to start the unstoppable wave of a big change.
Show notes at https://www.charthouse.ca/change-course-podcast
Change Champions -- who are these magical people? This week, we dive into who change champions are, and how they can help hasten the adoption of change. We walk through the three main character types we see in organizational change, how they help us and how to find them.
Show notes at https://www.charthouse.ca/change-course-podcast
What does technology adoption have to do with change? We often use the technology adoption bell curve to talk about how change actually works and happens in groups of people. One of the most important factors to why it works is the level of power and influence that your change leaders and stakeholders have. We talk about change champions, and the specific types of influencers that you’re looking for, the idea of “crossing the chasm”, and the only time that you can consider using negative incentives for change, and the risks and rewards of negative incentives.
Show notes are available at: www.charthouse.ca
Change resistance is one of the most misunderstood aspects of change and one of the most difficult to manage well. Resistance will show up in every change effort, even though people are often surprised by it! While many change models and approaches in the popular literature tackle resistance head on, we do this very differently. In fact, managing resistance is a numbers game, and spending to much time on the loudest, but smallest cohort of change stakeholders will undermine the effort entirely. So what happens if you don't "manage" resistance? We discuss how the bell curve and the diffusion of innovation model plays a role in understanding and working with resistance, and how personal choice and autonomy is an important factor in tackling even the most resistant stakeholders.
Show notes at https://www.charthouse.ca/change-course-podcast
One of the biggest roadblocks encountered in change efforts is change fatigue. Change fatigue can happen at various points and can show up unexpectedly at the end of a transformative or profound change. In present day society after 2 years of a pandemic we are all experiencing a state of change fatigue. This experience can help us become better change leaders and learn how to manage change fatigue and help the people we lead move forward effectively.
Show notes at https://www.charthouse.ca/change-course-podcast
When we're leading change, we are in control of our own response and outcomes. When change happens to us, it involves a sense of loss. When we experience unexpected or unwanted change that happens to us, we are left grappling with feelings of loss, and grief. The five stages of grief by Elizabeth Kubler-Ross is an oft-cited and poorly understood framework in change. We discuss the additional sixth stage (added by David Kessler in his groundbreaking work) and how this framework applies to change theory and practice. We discuss why loss and grief isn't linear and why groups of people don't always align on the stage they are experiencing and importantly, how to help others move forward by finding meaning.
Show notes at https://www.charthouse.ca/change-course-podcast
What has the last two years of the pandemic taught us, and how can we use these experiences to become better change leaders? Reflections on the lessons of our current circumstances, and the role of empathy in effective change leadership.
Show notes at https://www.charthouse.ca/change-course-podcast
Introducing Change Course, the podcast from the founder and principal of Charthouse Advisory Services, Natalia Lobach. In her experience as a change leader and as a sailboat captain, Natalia draws links between change practice and what this looks and feels like in our modern world. She will discuss how to be a more effective change leader when you're tasked with making big transformative change happen.
Show notes at https://www.charthouse.ca/change-course-podcast