Tip #6 asks you to be accountable for change success. How? 👇 

Tip #5 asks you to make sure leaders can drive change the right way. How? 👇 

Tip #4 asks you to learn about the direct impact of change. How? 👇 

Tip #3 asks you to focus on generating and sustaining momentum. How? 👇 

Tip #2 asks you to understand the relationship between effort and outcome. How? 👇 

Tip #1 asks you to engage with change in the present. How? 👇 

Despite our best intentions, it’s widely known that over 75% of new year’s resolutions fail by the second week of February. 

While it’s hard enough to keep one’s own resolutions, advancing organizational change can be even more daunting. The very fundamentals of such work – securing effective sponsorship, supporting impacted employees, clearly articulating the finish line, etc. – are tricky to align and execute. 

Why is it that most organizational change initiatives tend to fall into one of the following categories:

• It is slow to launch
• Are recycled from previous efforts that did not achieve intended outcomes
• Never realize their full potential

The advent and duration of the COVID-19 pandemic and the resulting need for many people to work remotely has accelerated the use of new, fast and frequently changing digital technology to solve business problems. Whether it has been the use of ever advancing technology like ZOOM^SM or Microsoft® TEAMS or the fast-tracking of more complex technological processes like Telehealth, businesses are radically re-thinking how they are using technology, people and processes to survive and thrive in the current economy.

With COVID-19 restrictions and work-from-home orders lifting, executives are working toward shared workplace reentry. Some organizations are planning a phased return to the workplace, starting with senior leadership. Others are focused on critical functions, like R&D. Still others feel it’s a bad idea to shift people who can work from home back to the office before a vaccine is in place.

While organizations are diligently addressing systemic and process requirements, leaders are thinking about how they will lead to achieve a smooth transition.