Jacqueline Farrington: Executive Coach
On this week’s show, Jacqueline Farrington teaches us how to lead through times of uncertainty and change. Jacqueline works with senior and board-level leaders. She specializes in helping executives create high-impact personal brands and communication strategies, with particular focus on cross-generational and cross-cultural communications.
70% of all major organizational changes fail
20% of employees will support your change from the start
Book: First Break all the Rules* by Marcus Buckingham
People often have the perception that organizational change is about change management and not change leadership. The distinction is that while they both deliver change, change management is about the processes that we use. Change leadership is about the vision, creating a sense of urgency, and speaking to the hearts and minds of your employees.
Generally, when an organization introduces change, 20% of employees will support the change. But the rest, 80%, are either fence-sitters or active resisters, and often leaders forget about that.
Often, leaders look at their change champions, and think, “Ah, I don’t really have to pay attention to these people because they really believe in it, they’re driving it.” But if those people begin to feel ignored or that they aren’t being used to support the change, they can become highly disengaged.
Leaders often approach change from their perspective, not from their followers’ perspective.
- Book: Your Brain at Work* by David Rock
- Book: The Progress Principle* by Teresa Amabile and Steven Kramer
- Book: Overcoming Immunity to Change* by Robert Kegan
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