• A Checklist for Changing Me to Change Them
  The changes and improvements we try to make to others must also be the changes and improvements we're trying to make to ourselves. More

• Accept What Can't Be Changed and Change What Can Be
  Accepting responsibility for choices starts with understanding where our choices lie. We may not choose what happens to us, but we do choose how to respond – or not. More

• Balancing Top-Down and Bottom-Up Change Processes
  Managers' behavior is the single most important variable in the success or failure of any organization's change or improvement effort. This starts with recognition that the organization is full of current or potential change champions. More

• Change Checkpoints and Improvement Milestones
  Many paths lead to higher performance. By using change checkpoints and improvement milestones we can chart our path's success as we blaze our own trail toward ever-higher performance levels. More

• Change is Life
  The faster the world changes around us, the further behind we fall by just standing still. If the rate of external change exceeds our rate of internal growth, just as the day follows night, we will surely be changed. More

• Change Management Can Lead to Rigidity and Resistance to Change
  "Change Management" is an oxymoron. A successful change/improvement path will evolve as we approach each fork in the road and take advantage of the unforeseeable opportunities that quietly present themselves along our journey. More

• Change Management is an Oxymoron
  Change can't be managed. Change can be ignored, resisted, responded to, capitalized upon, and created. But it can't be managed and made to march to some orderly step-by-step process. More

• Change or Be Changed
  Failing to respond to inevitable change, results in being victims of change. More

• Changing Me to Change Them
  "We must be the change we wish to see in this world." — Mahatma Gandhi, Indian nationalist and spiritual leader who developed the practice of nonviolent disobedience that forced Great Britain to grant independence to India in 1947. More
  
  
• Education and Communication Build Commitment
  If we want people on our team or in our organizations to behave like business partners, we need to treat them that way. Education, combined with powerful communication systems, processes, and practices, is one of the keys to organizational learning and innovation. More

• From Phase of Life to Way of Life
  We need to be careful about what we wish for – the popular goals of security, stability, and predictability are deadly. The closer we get, the more our growth is stunted and learning reduced. More

• Growing at the Speed of Change
  Change happens. We can't control much of the world changing around us. But we can control how we respond. We can choose to anticipate and embrace changes or resist them. The choice is ours. More

• Growing with Change
  Grow with change by focusing on a vision, choosing your outlook, seeking authenticity, committing yourself with discipline, and continue to grow and develop. More

• Harnessing the Energy of Change Champions
  When I look back at the hundreds of team or organization changes I've been involved in during the last three decades, the most successful – and certainly all major ones – were driven by "monomaniacs with a mission." More

• Improvement Planning for Taking Charge of Change
  Continually improving our capabilities calls for coordination and planning. The goal of planning isn't plans, however, but action. More

• Leaders Foster Individual Passion for Change and Improvement
  Strong leaders harness the passion of the monomaniacs on their team to bring about change. More

• Mastering Change Through Continuous Growth, Learning, and Improvement
  What most of us clearly hate and strongly resist is — being changed. But when change represents learning, growth, and improvement, it generates energy and is often eagerly embraced. More

• More Change Demands More Leadership
  Now, more than ever, organizations need the bonding glue of a strong culture to hold everything and everyone together. At the core of that culture is a strong leader pulling the team together. More

• Navigating Change and Adversity
  'Embrace change' is a useless platitude. We often don't choose the difficulties or negative changes that spring upon us. But we always choose how we respond with these 'how-to' steps for staying above the line. More

• Nurturing Change Champions
  A good change champion is passionate about their cause or change. We can't harness or manage champions. Often we're best to point them in the right direction and get out of the way. Then sponsor and protect them from the bureaucracy when they need it. More

• Organizational Changes to Deal with Whirlwinds of Change
  Today's societies, organizations, and people have gone — and are going — through major changes. Emerging from research are key elements and characteristics of top performing organizations in today's environment. More

• Successful Change and Improvement Needs Balanced Improvement Planning
  Many managers confuse making changes within their organization with making changes to their organization. Both are needed. But they have to be balanced. More

• Successful Change Flows from Learning, Growth, and Development
  Resistance to today's change comes from failing to make yesterday's preparations and improvements. We need to deal with change by improving ourselves. Then our time of success must come. More

• This Crazy Period of Constant Change is Normal
  First, we need to accept that our frenzied pace of change is the new "normal." Then we must help others in our company understand why this is the case and become energized by the exciting possibilities offered by change. More

• Timeless Leadership Principles in a Changing World
  Today's tools have changed and our society is organized differently. But the human habits and characteristics that determine our success with today's tools and society haven't changed. More

• Why Most Change Programs and Improvement Initiatives Fail
  Some change and improvement efforts have been hugely successful, others have been somewhat successful, and some ended up in the swamp. In reviewing the results, it is clear that a core number of execution problems or failure factors are common to all of the team, organization, and individual improvement efforts. More

General

• Change Management
• Management versus Leadership
• Emotional Intelligence

Organization Improvement

• Vision, Values, and Purpose
• Culture Change
• Customer Service
• Goals and Priorities
• Organization Development
• Process Management
• Systems and Structure
• Measurement and Feedback
• Education and Communication
• Innovation and Organizational Learning
• Training and Development
• Team Building
• Recognition, Appreciation, and Celebration
• Performance Management

Self-Leadership