Change Management

Stabilizing Your Workforce Amid Layoffs

Thu, 30 Jul 2009 10:00:00 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.

Roundtable: Tackling Recession

Tue, 07 Jul 2009 15:00:00 GMT

A gathering of UK executives stressed the importance of training and development through the economic downturn. The discussion encompassed key leadership priorities, such as skills required by employers now; development needs of the remaining workforce; and boosting engagement, retention, and motivation.

The Economic Crisis: A Leadership Challenge

Tue, 12 May 2009 10:00:00 GMT

The economy may get worse before it gets better: Most economists say the U.S. GDP will turn around by mid-2009, but the unemployment rate will continue to climb through 2010. Here’s how executives can keep employees engaged in this rough economic climate.

Making Mergers Work

Tue, 05 May 2009 10:00:00 GMT

Mergers, acquisitions, joint marketing agreements: Some thrive; many fail. Two management experts say that successful corporate marriages aren’t all that different from productive partnerships between two colleagues. Here are the eight elements of a prosperous merger.

What if the Recession Endures?

Thu, 02 Apr 2009 11:30:00 GMT

Despite small signs that the economy is improving, executives and managers are hunkering down for what could still be a long economic downturn. Here’s how to keep teams engaged until the economy improves -- whenever that is.

The Five Stages of Workplace “Tribes”

Thu, 08 May 2008 09:45:00 GMT

Two researchers say that your tribe is more important than anything else at work. Here’s how companies can harness the power of that insight to understand and influence team performance.

Debunking Strengths Myth #2

Thu, 10 Jan 2008 00:00:00 GMT

Building a strengths-based organization seems like it would be simple. The concept is so intuitive, the thinking goes, that embedding strengths in a company’s DNA should be almost effortless. But this is one of the biggest myths about strengths management -- and, for that matter, about managing transformational change.

Turning a Crisis Into an Opportunity

Thu, 13 Sep 2007 00:00:00 GMT

Like many Asian banks, Siam Commercial Bank suffered tremendously during the 1997-98 financial crisis. But it managed not only to pick up the pieces and regroup -- it moved to the front of the pack. Here's that company's success story, which offers a model for any business going through wrenching, and possibly fatal, change.

Can Your Company Handle Change?

Thu, 08 Mar 2007 00:00:00 GMT

It's often said that the only constant in life is change. Business leaders certainly know this. But what does that statement actually mean to executives? How are you supposed to act on it? And how do you know if you're making the right changes in the right way at the right time? Management expert John Fleming, Ph.D., tackles these and other questions in a probing interview. Fleming -- who has analyzed change efforts at dozens of companies -- warns that unless your business is prepared to make a transformational change, you're probably wasting your time.

Transforming Government

Thu, 14 Aug 2003 00:00:00 GMT

It matters a lot to taxpayers whether the 14,000 employees of the General Services Administration are engaged at work. Marcella Banks, a visionary manager at the federal agency, knows this. Her success at inspiring employees offers a model not just for the rest of government but for managers across industries and sectors who want to improve performance.