When I started working at Gillespie Associates, however, I left behind daily tasks filled mostly with numbers to join a creative, word-oriented team used to much more ambiguity in their work life. For instructional designers—IDs—dozens if not hundreds of different approaches can help them translate a client‘s project from idea to award-winning training. Coming from a place where 2 + 2 always equaled 4 in a linear, defined process, I wondered how I would fit in.
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“Change? We won’t be doing any of that, it’s way too hard!” Over the past 20-plus years of helping organizations change strategies and cultures, I have not heard this statement said out loud. Yet I can guarantee you that at some point in the change process, every CEO has had this thought! I see it showing up in the form of excuses to a variety of suggestions. For instance I will ask, “How will you make sure the breakthrough mindset will stick beyond the workshops?” I get back: “I realize we could do more, but look, we just spent all this time and money on these workshops. I will make sure my leaders support this mindset. We’re all set—thanks.”
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