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Organizational change needn’t be overly complex to be successful. To be sure, the number of details you must manage grows with the size of the organization and the scope of the change. But whether for large- or small-scale changes taking place in your organization, a straightforward approach can drive success and sustainability. One such approach is Peak Development’s CLEAR Model for Change©, which focuses on five key elements: Communication, Leadership, Education, Active involvement, and Reinforcement. All five of the elements are important in leading change. By applying this clear, consistent model throughout your change initiatives and giving careful consideration to each element, you’ll feel greater control over the levers of change, and increase your odds for success.
The problem with the current positioning of “change management” is that it is episodic in nature, as opposed to woven into the fabric of an organization. If we could shift our mindset to one that accepts change as a healthy emotional proposition rather than as something that must be managed and endured, I believe we would start from a more sustainable place in making successful changes happen inside of organizations.
While executive team coaching can significantly accelerate a team’s ability to operate more effectively, it is a methodology that is highly influenced by the style of the coach, the tools employed in its service, and the culture of the team to which it is applied. Therefore, teams must target the results they want to achieve and carefully consider which approaches will best suit their needs. To that end, this paper examines the process of executive team coaching, identifying the factors that have the greatest impact on success and providing a theoretical framework that has proven effective in practice. With this knowledge, executive teams can better determine whether and how to apply the methodology, and enter into a coaching process with greater intention.
Within the next twenty years, international trade is expected to more than double. Certainly developments of this scale necessitate new ways of working, requiring leaders to examine not only the strategies and structures of their organizations, but the skills their people need to operate in this new environment. This paper considers the skills required of global leaders, and suggests that those with the discipline to follow a deliberate development approach will, most likely, find themselves with a sustainable competitive advantage.
Teams at the executive level face a unique set of challenges: significant demands on their time, managing the balance of functional and organizational leadership, and learning how to be both nimble and effective as an executive team, to name just a few. Encompassing the results of our 2006 independent research study, this white paper is the result of nearly 100 senior executives from around the globe sharing their real-world experiences and practical advice on the development of executive teams.