Duration: 1 hour
Price: Free

Smart leaders know that today’s pressures for change don’t come at you one at a time—they come all at once, from all directions. As we try to respond to these overlapping, never-ending changes, the data suggest that we fail more often than we succeed. Can we do better? Yes, but we need to take a radically different approach. This session offers a four-part model that allows leaders to deal with multiple changes simultaneously without drowning in the churn. For each stage of the process, you will receive detailed guidance, practical tools, and real-world examples needed to navigate change the way it happens now.

As a result of this session, participants will be better able to:Leading Continuous Change

  • Understand how leading complex, continuous change is different and therefore requires a different approach than leading one simple change at a time.
  • Apply the “4D” framework that lays out the four actions and four accompanying mindsets that must be adopted to lead continuous change more successfully
  • Point to examples of organizations that have succeeded or  failed at undertaking complex change
  • Help prepare their organization  to lead complex change successfully by using a comprehensive checklist that will be provided in the session

Target Audience: HR professionals, Change leaders (executives, project managers, change agents, leaders of quality, safety, diversity, M&A, turnaround or Lean initiatives). Leaders, Coaches, & Trainers in any organization charged with organizational learning, leadership development or talent management.

About The Presenter

Bill Pasmore is an international authority in organizational leadership, Bill joined the Center for Creative Leadership (CCL®) in January 2008 in the newly created role of Organizational Practice Leader. As Senior Vice President in this role, he leads CCL’s efforts to help clients develop leadership strategies that their organizations can use to transform their leadership cultures and capabilities.

Before joining CCL, Bill was a partner in the Corporate Learning & Organizational Development Practice of the consulting firm Oliver Wyman Delta. While there, he also headed the global research practice and worked personally with top executives of Fortune 500 companies on organizational architecture and development as well as succession planning, talent management, and strategic planning. His global clients, spanning numerous business sectors, included Bristol-Myers Squibb, Compuware, United Airlines, Hewlett Packard, Kimberly Clark, Unilever, and The New York Times.

As a thought leader in the field of organization development, Bill has published 25 books and numerous articles, including The Board’s New Roles in Succession Planning, How to Make Sure Your Next CEO is a Winner, Choosing the Best Next CEO, Designing Effective Organizations, Creating Strategic Change, Research in Organization Change and Development, and Relationships that Enable Enterprise Change.

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