Fresh Perspective.
Lasting Results.
For two decades we’ve been training leaders how to communicate in a changing environment. While this global pandemic is unprecedented, we have seen crises that rhyme with it. The Dot Com bust, 9/11, the North East Blackout of 2003, the 2004 Indian Ocean earthquake and tsunami, the financial crisis of 2008, the 2011 Tohoku earthquake… Read more »
One of the most challenging elements of change management is creating urgency. If people can’t understand “why now?” and “what’s in it for me”, change efforts can slow to a crawl. Take technological change, for example. Decades ago, companies moving to computerized accounting would run manual processes in parallel with their new software systems. Instead… Read more »
Everyone hits a career crisis at some point in their working life. They start seeing what others are doing and the FOMO builds. Social media keeps them in touch with distant people who only report on the very best aspects of their lives. Some people breeze past career troubles and come out relatively unscathed. They… Read more »
Speaking engagements are such a fun opportunity to gather intelligence on what’s going on in the practice of management. While Bellrock focuses on small business, seminars allow us to access a much broader audience of professionals. A version of this question came up three times in three weeks at various seminars in Vancouver: “My boss… Read more »
Simon Sinek (he’s the one who told you to identify why your business exists, not what it does) has introduced some new thinking into our business lexicon: Do you have a finite or infinite career mindset? Illustrating the concept at the leadership level, a leader with a finite mindset focuses on winning and competition while… Read more »
The open office design movement was intended to increase and improve collaboration. Evidence suggests that it has had the opposite effect. People are increasingly hiding behind their noise-cancelling headphones to concentrate. When we hear, “I go in early so I can get some work done before everyone shows up,” we know something’s gone awry with… Read more »
Gallup defines engaged employees as those who are involved in, enthusiastic about, and committed to their workplace. To find a way to measure this, Gallup studied tens of millions of people and determined that just 12 questions (the Gallup Q12) can provide effective metrics on employee engagement. Yes, engagement can be quantified and yes, you… Read more »
The recognition gap is the space between the amount supervisors think they meaningfully recognize their employees’ accomplishments and the amount the employees perceive that recognition. Carolyn Wiley’s research reports that “while 80% of supervisors claim they frequently express appreciation to their subordinates, less than 20% of the employees report that their supervisors express appreciation more… Read more »
The goal of change is to deliver whatever the desired outcome was that precipitated the change. No company implements a new software system just to complete the implementation. Project management criteria such as on time or on budget are necessary but not sufficient for a successful change initiative. Companies implement software to realize financial gain,… Read more »
The goal of a communication plan (in change management) is to create awareness, desire, knowledge, ability, and reinforcement with each of the audiences that will be impacted by change. An effective communication plan builds awareness of the nature of the change and communicates the risks of not changing. It enables sponsors to interact with employees, formalizes feedback… Read more »
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