change management / http://backend.userland.com/rss Â鶹´«Ã½AV WebTeam Too often, training programs fail to deliver the change a company seeks. Here are some guidelines for programs that will create meaningful change. /businessjournal/167753/training-catalyst-real-change.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/167753/training-catalyst-real-change.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Tue, 11 Mar 2014 06:00:00 GMT Change initiatives are rarely implemented effectively. A global financial services company succeeded by recognizing the critical role of front-line managers -- not "change" managers. /businessjournal/162707/change-initiatives-fail-don.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/162707/change-initiatives-fail-don.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Fri, 24 May 2013 06:00:00 GMT During the past 10 years, executives and managers have had to confront a global financial meltdown, ongoing wars, an increase in terrorism, and epic natural disasters. What leadership lessons did this tumultuous decade hold? /businessjournal/147812/Managing-Times-Uncertainty.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/147812/Managing-Times-Uncertainty.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Wed, 01 Jun 2011 15:00:00 GMT Implementing change almost always breeds uncertainty, but these tumultuous times demand it. A 20-year expert explains why change initiatives usually fail, when it's better to take small steps, and how to get people on board. /businessjournal/145484/Overcoming-Fear-Change.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/145484/Overcoming-Fear-Change.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Fri, 07 Jan 2011 16:00:00 GMT Employees' anxiety and fears of layoffs have been aggravated by the stormy economic climate of the past two and a half years. Those fears can be worsened in work environments where low trust, poor communication, or unclear expectations prevail. /businessjournal/144044/Exacerbating-Fear-Layoffs.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/144044/Exacerbating-Fear-Layoffs.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Thu, 28 Oct 2010 15:00:00 GMT "Sometimes change requires an earth-shattering or disruptive act." So say the authors of Human Sigma. But the kind of organizational change they are calling for -- however disruptive it might feel while it is happening -- is ultimately positive for employees and customers. /businessjournal/126830/HumanSigma-Rule.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/126830/HumanSigma-Rule.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Tue, 23 Mar 2010 15:00:00 GMT How can organizations make sure that the inherent uncertainty in today's environment and associated redundancies at their own companies aren't disruptive? They must first understand what employees look for from their leaders, whether that is the senior team or the line manager. /businessjournal/121925/Stabilizing-Workforce-Amid-Layoffs.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication /businessjournal/121925/Stabilizing-Workforce-Amid-Layoffs.aspx?utm_source=tagrss&utm_medium=rss&utm_campaign=syndication Thu, 30 Jul 2009 15:00:00 GMT