Are You Jeopardising Your Change Initiative
By Ignoring “People Issues”?

Discover The “Blind Spots” That You As A Leader Must Know To Lead Large-Scale Projects Successfully!

In this groundbreaking book for senior executives, you’ll discover:

  • How to get the rest of your staff to follow your lead and change the way things are done (it all starts with the principle of “building the muscle”)
  • The ins-and-outs of dealing with strong emotions, high stress, and low morale that come from situational shifts and the behavioural changes that follow (you don’t want to miss these important steps!)
  • How analytical executives can survive and thrive in change situations that operate less according to logic and more according to the weird quirks of human psychology (hint: the solution is not about business strategy)
  • The hidden pitfalls of sticking to organisational change as just another project with a budget, timeline, clear presentation, and convincing set of data (your accountability process needs to measure more than just project details)

Yes! Send Me The Free Book
(This is a Real Book, not a downloadable PDF.
We will pay for the full postage and mail it to you.)

Don’t Let Your Organisation Pay The Price For
Sidestepping “People Issues”

It’s an uphill battle to bring people, culture, and strategy together during times of major change. Revamping an organisation can feel like one long, never-ending headache of deadlines and budgets. Your calendar becomes a mess of milestones and deliverable due dates, all layered on top of regular business operations. Targets need to be calculated, quotas need to be set, and shareholder updates are ever-looming.

If you’re an analytically minded executive who’s responsible for leading this change, it can be hard to see the ROI on handling “people issues,” especially when there is so much else already on your plate. And yet the influence of people in large-scale organisational change is huge, and it carries a price that can’t be ignored. The simple truth is that many senior executives are great at managing the business aspects of change but find it much harder to navigate the “soft stuff” of the people involved.

In this breakthrough book, you’ll learn:

  • What it really takes to be a leader and steer your organisation to its maximum productivity and potential
  • How indulging in rationalisations and excuses about “people issues” creates problems for you that compound over time
  • How dismissing the people impact on your organisation torpedoes your change initiative immediately
  • What the dangers are for you as an executive in adopting carrot-and-stick techniques and presenting your case for change in purely business-ROI terms

A personal note from Abby…

All situational shifts require the same thing: a change in behaviour, even if that behaviour is purely mental. And with behavioural change comes some loss of competency and a certain degree of uncertainty.

Suddenly there are different expectations and different incentives. There are also likely to be some awkward promotions, some embarrassing demotions, and a period of high stress and low morale – as in the case of mergers, and the redundancies that follow.

Whether handled well or not, this sudden change can create feeling a sense of loss, an emotional pain among those who remain which, when left untreated, can take a very long time to heal.

Many executives – especially those who are analytically minded – can begin to feel frustrated and confused in these situations. Yet ironically, rather than deal with their people issues systematically, strategically, and professionally, I see many of these executives attempt to just wing it, rely on intuition, and stick to what they know….

Let’s just send out another memo, bring in a motivational speaker, issue threats and pink slips, or go back to the old way. Just ignore the need for transformational change, and the inevitability of financial disaster.

It continually surprises me, the willingness of these highly intelligent executives to make excuses and rationalisations – to indulge in “myths,” as I call them.

These myths will not help you to stay on budget or within deadline. In fact, they will almost certainly hold you and your company back from achieving maximal productivity and potential. Worse, they will create problems that compound over time, making each new change initiative even harder and more costly to complete.

About Abby Clifton

Abby Clifton is recognised as Australia’s top strategic advisor to senior executives seeking high-performance change management. For over 20 years, she has been highly sought after by executives around the world to steer their blue-chip organisations and their people into a better place.

As founder of Leadagility, Abby draws together vision, culture, and people management to facilitate successful innovation and change. Her approach allows leaders to take a step back from the detail and refocus on values and behaviours vital in driving change and engaging staff.

Abby has worked with multiple industries, including manufacturing, retail, media, finance, government, and tertiary education. She has implemented major change initiatives for Aldi, Australian Department of Defence, Nestlé, Qantas, Sky Media, and The University of Newcastle, to name a few.

Abby’s strength is connecting people, culture, and business strategy to improve performance and results. Her pragmatic approach to change combined with her wealth of knowledge about “people issues” ensure that her clients business initiatives will be agile and sustainable from day one.

If you’re an executive responsible for delivering your company strategy, you are driving a huge process made up of culture and people that affects the short- and long-term success of your company. You can’t afford to be without this indispensable book that details the direct and indirect costs associated with people during major organisational change.

The Leadership Edge shines the spotlight on the myths that highly intelligent executives often indulge in when navigating new waters – situations involving IT systems, massive mergers, shared service centres, or changes in culture. Through case studies, personal insights, and current research, Abby will show you why “people issues” need to be approached just as seriously and as systematically as your organisation’s technical or logistical challenges.

This breakthrough book will help you handle the awkward and emotional shifts that can undermine the difficult journey of large-scale organisational change and will put you on the path to effective leadership and high performance.

Are You Jeopardising Your Change Initiative
By Ignoring “People Issues”?

Discover The “Blind Spots” That You As A Leader Must Know To Lead Large-Scale Projects Successfully!

In this groundbreaking book for senior executives, you’ll discover:

  • How to get the rest of your staff to follow your lead and change the way things are done (it all starts with the principle of “building the muscle”)
  • The ins-and-outs of dealing with strong emotions, high stress, and low morale that come from situational shifts and the behavioural changes that follow (you don’t want to miss these important steps!)
  • How analytical executives can survive and thrive in change situations that operate less according to logic and more according to the weird quirks of human psychology (hint: the solution is not about business strategy)
  • The hidden pitfalls of sticking to organisational change as just another project with a budget, timeline, clear presentation, and convincing set of data (your accountability process needs to measure more than just project details)

© 2018 Leadagility All Rights Reserved