Leadership, Learning, and Letting Go in “Top Gun: Maverick”

• Change

The Real Roadblocks to Digital Transformation—And How to Overcome Them

87.5% of organizations fall short of their digital transformation goals. Avoid these pitfalls and move from laggard to leader.

• Change

How to Respond When Your Program is Disrupted

If you’re leading a large new initiative and it just halted due to internal changes, what do you do next?

• Change

Speed Traps in Organizations

Leaders naturally want to move fast—but watch out for these common speedbumps

• Change

How to Overcome Ambivalence as a Leader of Change

The early stages of transformation are fraught with conflicting signals and feelings, but within that turmoil lies an opportunity for profound self-reflection and growth

• Change

The Tension between Authentic and Adaptive Leadership

Modern leadership isn’t one type of leadership; it must be a blend of approaches

• Change

Regaining Lost Momentum in the Change Journey

Some resistance to change is normal—but if change feels too disruptive or like it's stalling out, leaders may need to reassess.

• Change

The “Oh **** Moment”

Committing to a change can feel scary—but teams have to make the jump

• Change

The Ultimate Business Transformation Framework

Organizations desperately need a new framework for navigating change that recognizes they’re experiencing radically new conditions.

• Change

Discussing Hard Topics in Organizations Obsessed with Optimism

Making change requires optimism, but a relentless focus on the positive can turn into a culture where nothing negative can be discussed

• Barriers to Change

Barriers to Change: Lack of Authority

If teams believe they don't have the right to make decisions about how they work, they won't feel responsible for making change

• Scaling Innovation

Empowering Middle Managers to Lead Change

Whether you report to one, manage one, or are one, the middle manager is often a thankless role within the organization. They have to deal with the “relentless and conflicting” influx of demands, serving as gatekeeper between senior and junior levels. And while they’re meant to have autonomy over their direct reports, they often get stuck enforcing decisions made by those above them.

• Change

Don’t Conflate Uncertainty with Risk

"Uncertainty" and "risk" are different—and require different responses to navigate

• Change

How to Tell the Story of Change

Before people accept a solution, they have to agree there's a problem. Telling a story—and illustrating their part to play—can make transformation easier