Millions, if not billions, are spent annually to manage change. The methods are dissected, studied, debated and wrapped in catchy phrases mostly by academics and consultants who don’t live with the results.

Regardless how fervently someone believes in their method or how beautiful the looks, what matters is how useful it is for leaders. Business leaders are the most important change leaders, no matter what your method. Leaders don’t want to experiment when the stakes are high. They want a simple framework that is not simplistic, a powerful process that doesn’t complicate and a reason to believe that it will work.

If you are a courageous leader looking for a framework based on the science of behavioral change, easy to understand and apply, then click below to download your free copy of Sculpting the Future, today.

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Introduction

Leaders benefit from understanding a few key concepts about change that most relate to their role. This video explains the alternatives that are either too academic to be useful or so generic as to be laughable. You do have an option. Preview Video


The Three Things You Need to Know About Managing Change

Abandon the complicated change management models! The three pivotal concepts you need to know to accelerate change have actual scientific research behind them. You can adopt the concepts in a huge range of situations to achieve alignment, strengthen relationships and get results-all at the same time!

 

The Leaders Role in a Time of Change

Here is what you need to do to lead the charge. It is easy to weave these things into what you are already doing, no special costume required.

Change Mangement Doesn’t Change Anything!

Why change management can be so distracting that we actually take our eye off the ball. Don’t let it happen to you.

Match People to the Role

In a time of change, it’s easier to move people around. Match the person to the role to get exponential results.

Why Culture is Not an Important Thing, It’s the Only Thing

The power of organizational culture is real–for good or ill. The leaders job is to build and maintain the culture to support the enterprise. The two things that determine behavior are individual characteristics and context. You can select for the former and create the latter.

 

Why the People Inside an Organization Have a Hard Time Telling You About the Culture

Organizational culture is powerful, but difficult for people in it to see. Some parts are visible, others like an invisible electric fence and still others like a microwave field. Some leaders give up on it as a hopelessly amorphous concept. They do it at their peril. Don’t be one of them.

 

Conclusion

Your leadership is needed for the key elements of profiting from change. The right people in the right roles in a healthy culture will make it happen. You must create those elements.