To paraphrase Kenny Rogers, as a change manager, you have to know when to hold ’em and when to fold ’em. Our firm worked with a large coalition in California, helping it develop a strategic plan and a new governance structure.
My approach to strategic change management that says the quality of the first five percent determines what happens in the rest of the process.
When people ask me to describe our change management model at LRI, I tell them it boils down to three principles.
Is the problem with staff or management? Is the staff not motivated and could this be solved with a change of management style?
Is your corporate board suffering from any of these issues? Learn how to fix them.
So where do you think you are on the “successful ceo” scale? Here are some sample questions:
People perform better when they are expected to perform better.
I was talking about good governance with an elected official, a member of a city council. “What do you do to encourage good governance?” I asked him.
What makes good people be bad partners?
It got me to thinking that every company needs a similar “transportation” strategy – a strategy for transporting people to a happier place mentally and emotionally.
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