February 12, 2015 | David Dinwoodie, William Pasmore, Laura Quinn, and Ron Rabin | Center for Creative Leadership
The effects of change are felt up, down, and around our organizations. Change can be seen as positive or negative, exciting or demoralizing, vital or unnecessary, easy or difficult—often all of the above.
The role of mid- and senior-level leaders in making change happen is critical. Managers of teams, projects, departments, and functions are in a unique and powerful position. These are the leaders who must translate the vision of change from the C-Suite to the ground troops, help direct reports navigate the emotions of change and transition, and influence change agents to generate alignment and commitment for the change effort to be successful.
How can managers become better equipped to steer their organizations and their people through change?
February 11, 2015 | David Dinwoodie, William Pasmore, Laura Quinn, and Ron Rabin | HCI
How can mid-level to senior leaders become better equipped to steer their organizations and their people through change?
That’s a question human capital experts are asking with increasing frequency as the effects of change are felt in every corner of organizations. Managers of teams, projects, departments and functions are in unique and powerful position to drive change – and face real challenges in making it happen. They must translate the C-suite’s vision for change to the front lines. They must help direct reports navigate the emotions of transition and also generate alignment and commitment.