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Who is most likely to oppose what you’re trying to do? Potential opponents are stakeholders who have markedly different perspectives from yours and who stand to risk losing the most if you and your initiative are go forward. Once you’ve identified the opposition, stay close to them, spend time with them, ask for their input on your initiative, list
... See moreRonald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
What does seem important is that they share in common (1) a curiosity about how to practice a quality of leadership education that can more adequately address systemic change on behalf of the common good, (2) an informed respect for the process of human growth and development, and (3) a willingness to take on a mode of working that challenges both
... See moreSharon Daloz Parks • Leadership Can Be Taught: A Bold Approach for a Complex World
Communicate directly with employees;
Jeffrey Hiatt • ADKAR: A Model for Change in Business, Government and our Community
What we have found is that in winning organizations, leaders are deliberate about ensuring that Layer 3 (social circuitry) is supportive of people’s efforts in solving Layer 1 (technical object) and Layer 2 (tools) problems. Their role is less supervisory, in the characterized fashion of directive leadership or command and control (e.g., “I say; yo
... See moreSteven J. Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
Prepare the senior authority for a different role. During the off-site, all eyes will be on the senior authority for clues to how seriously to treat the event.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
The practice of leadership, like the practice of medicine, involves two core processes: diagnosis first and then action. And those two processes unfold in two dimensions: toward the organizational or social system you are operating in and toward yourself.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
first you have to understand who is within that has the power to decide.
Michael A. Singer • Living Untethered: Beyond the Human Predicament
Begin with an analysis of the organization’s current capacity and ability. Rely on systems thinking and other self-assessment tools to come to grips with the current systems (internal), the environment (external), and the character of the organization.