The sharp eye of a seasoned Change Practitioner will recognize those bright spots to seize the opportunities to engage and excite people about change, about a better future state.

When drafting a communications plan, we look into the ramifications of our change messages. The key to our effectiveness is to determine the type of impact we want to have with change recipients.

Just as trees grow to better capture the light, leaders must grow to guide their collaborators in the right way. Growing does not only mean going further or appearing to be bigger, growing is leaving something to others. Being at the top has a sense of responsibility, helping organizations to strengthen internally as a team and as individuals.

As leaders in life and in the organizations to which we belong, it is important to develop a panoramic vision. To be willing to look at even parts we are not familiar with. When we learn to look at the big picture it creates better solutions in organizations.

Imagine many centuries ago what a cave meant for humans: it was a shelter protecting them from dangers such as bad weather, wild animals, or enemies. Think how we have created today our own “cave” that protects us from unpleasant things. Imagine the things that are out there waiting for us to discover.

There are times when leaders have to face tough criticism with comments like “nothing has changed under your leadership”. Then, the astute leaders are those able to recognize that many powerful things are happening underneath the surface. The readiness for change is real now.

Resilience helps us navigate uncertainty and resistance to changes in organizations. Leaders should focus on cultivating resilience to increase capacity to embrace change at all levels so we can collectively achieve successful outcomes.

Just like many plants ensure their survival through the reproductive cycle of pollination, organizations need the collective spirit to ensure survival through the achievement of business goals. The key to this much needed cohesion lies in how leadership inspires collaboration and innovation through people

Change leadership is a critical success factor when organizations undertake transformational change efforts. Project sponsors and senior leaders shed light to project teams and stakeholders to overcome obstacles and find clarity around expectations.

Leaders must situate themselves in an ideal place where they can see their surroundings with absolute clarity. Finding that privileged spot will allow them to formulate a clear, compelling, and inspiring vision for the leadership team.

The massive bombardment of information is one of the biggest signs of our times today. When planning communications for change initiatives, always consider that simple messages will stand out and will be easier to remember. The key to these approach lies on the repetition of these messages.

One of the biggest challenges in organizations is to properly tie change initiatives to sustainment plans. Right after a Go Live some assume that it was “mission accomplished”, however, if there’s no plan to sustain and consolidate the intended change we often see the erosion of confidence from target audience.

Resilience is a term that is mentioned more in recent times by coaches, consultants, leaders, etc. It's defined as "the capacity to recover quickly from difficulties". Change management is a discipline that adds tremendous value to organizational resilience and contributes to that "toughness" that leaders and their teams need to recover from unexpected turmoil and project failures.

The path to achieving your Change Vision will likley face multiple challenges and obstacles and is never a straight line. Lead your people to navigate that non-linear path in collaboration and with a strong resolve to collectively achieve success.

Hybrid work represents many different ways to connect and communicate under one same ecosystem

Keeping it simple will always be the preferred approach. Effective change communications entail disentangling complex concepts and decisions to help audiences absorb the core messages.

According to Kurt Lewin, the father of modern social psychology, the first step of unfreezing involves convincing those that are affected by the change that the change is indeed necessary. Once the affected stakeholders have accepted the need for change, the next step of Lewin’s model is to implement it.