The notion of “business as usual” is a harmful myth.
Change is the only constant in the universe.
Most businesses would profit greatly from just applying Change Management 101 well.
Knowing your feelings won’t change the facts, but knowing the facts can change your feelings.
Every organisation, not just business, needs 1 core competence: Tactical execution
You must embrace change before change erases you.
ReThink culture, because it is the foundation of all strategic success.
To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency — how to accurately anticipate the future.
Growing a culture requires a good storyteller. Changing a culture requires a persuasive editor.
Like time-management, change-management, doesn’t really exist antmore… . Today’s most valuable mindset must include the SWIFTA framework the be a change-driver.
The ‘fear of change’ excuse is something you see trotted out by organizations or management that believe customers are old, stupid, ignorant, and stubborn.
We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world.
Strategy has no value if your culture and leadership mindset are wrong
Success comes from the inside out. In order to change what is on the outside, you must first change what is on the inside.
Too few leaders have the emotional fortitude to take responsibility for failure.
WHY has no value, if you cannot rethink resourcefulness in a limited context.
In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.
We need leadership books that offer information as well as inspiration. Pop leadership is one of the most destructive forces today.
Many call this process ‘the destruction of nature.’ But it’s not really destruction, it’s change. Nature cannot be destroyed.
Master Yourself and you master your environment! Such is the nature of wisdom.
When business leaders talk about the next quarter, they ought to sometimes be talking about the next quarter century.
A hardness to change reveals a hardness of heart.
Leaders need to sacrifice “power-over” to get “power-to”.
The things of your life arrived in their own time, like a train you had to catch. Sometimes this was easy, all you had to do was step onto it, the train was plush and...
It is time to euthanize change management.
Changes are inevitable and not always controllable. What can be controlled is how you manage, react to and work through the change process.
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