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Post 3 of 4 in a series of articles on the subject of leading large-scale change in organisations (part 4).
The first post looked at the power and dangers of metaphors in leading change and suggested replacing the “burning platform” with the idea of a “High Noon moment”. The second post discussed the dangers of underestimating how long it takes people to change and what you can do about it. This post – which is appearing in four parts (this is the fourth) – continues examining how leaders can frame their change language to best effect.
In The Language of Change part 1 we looked at the confirmation bias, critiqued the usual approach to change communication and introduced a new three-step process:
In The Language of Change part 2, I offered practical tips on how to get your change audience’s urgent attention. In part 3, I offered advice on how to stimulate desire for the new future (the change idea). In this final part 4, I suggest ways of appealing to the intellect to make sure second thoughts don’t creep in and sabotage the will to change. Again, this will be in bullet-point form. Continue reading →
Post 3 of 4 in a series of articles on the subject of leading large-scale change in organisations (part 3).
The first post looked at the power and dangers of metaphors in leading change and suggested replacing the “burning platform” with the idea of a “High Noon moment”. The second post discussed the dangers of underestimating how long it takes people to change and what you can do about it. This post – which is appearing in four parts (this is the third) – continues examining how leaders can frame their change language to best effect.
In The Language of Change part 1 we looked at the confirmation bias, critiqued the usual approach to change communication and introduced a new three-step process:
In The Language of Change part 2, I offered practical tips on how to get your change audience’s urgent attention. In this part 3, I offer advice on how to stimulate desire for the new future (the change idea). Again, this will be in bullet-point form. Continue reading →
Post 3 of 4 in a series of articles on the subject of leading large-scale change in organisations (part 2).
The first post looked at the power and dangers of metaphors in leading change and suggested replacing the “burning platform” with the idea of a “High Noon moment”. The second post discussed the dangers of underestimating how long it takes people to change and what you can do about it. This post – which is appearing in four parts (this is the second) – continues examining how leaders can frame their change language to best effect.
In the previous post (Language of Change part 1) we looked at the confirmation bias, critiqued the usual approach to change communication and introduced a new three-step process:
This post zeroes in on step #1 and offers practical tips in bullet-point format on how to get your change audience’s urgent attention. Continue reading →
Post 3 of 4 in a series of articles on the subject of leading large-scale change in organisations (part 1).
The first post looked at the power and dangers of metaphors in leading change and suggested replacing the “burning platform” with the idea of a “High Noon moment”. The second post discussed the dangers of underestimating how long it takes people to change and what you can do about it. This post – which I’ll spread over four days – will suggest how leaders can frame their change language to best effect. Continue reading →
Make the most of my leadership book
Where should I send your free download?
Ideas, thoughts and tools to release your potential to lead. You'll also receive updates on my latest thinking, articles, tools and blog posts.
