There’s no denying it. Social media, the real-time news cycle and mobile technology have changed the landscape for crisis management. These changes include: heightened stakeholder expectations of two-way communication and transparency in a crisis; amplifying the speed at which organizations need to be prepared to respond and communicate in a crisis; the fact that it is becoming increasingly difficult for you to get ahead of the story and position your organization as the narrative of its own crisis.
Why is it so difficult to lead ourselves and others through change? Common wisdom says it’s because people resist change, but leadership researcher, Taylor Harrell, suggests that there’s something deeper that people actually resist. In this talk, Harrell explores the barriers we face when attempting to create change, the role of identity in resistance, and how to inspire commitment to the transformation we seek.
Who says change needs to be hard? Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigorating instead of exhausting. He outlines five imperatives, centered around putting people first, for turning company reorganization into an empowering, energizing task for all.
