Leading People Through Change

Leading People through Change by Ken Blanchard identifies and addresses challenges raised when leadership development, change management and business issues arise. It strategies a change model that functions and sustains itself, it has a learning design based on research that shows that people affected by change are less resistant when they are actively involved in the change process. Contrary to popular belief people do not resist change, they resist being controlled. Employee motivation and organizational development ensues when led by dynamic leaders.

The model that is presented in this program can be applied to all types of change efforts including mergers and acquisitions, workforce expansion and employee retention. It diagnoses and carries forth a change process that is proactive and minimizes the risks associated with change. Leading People Through Change is driven by excellence and supports passionate, energized people who love what they do and whose goals are aligned with those of the organization . It virtually enables a roadmap to the desired organizational change and helps with the leadership development that then leads by example.
Read more:http://www.blanchardinternational.co.in/solutions/page/organizational-excellence/leading-people-through-change

Making the Business Case for Developing Your People

Leadership development training is a smart, prudent investment that drives economic value and bottom line results. But if people perceive that senior executives don’t care about development then—guess what—development will not be a priority in the company.

Scott Blanchard, principal and EVP with The Ken Blanchard Companies®, found this out the hard way when his company lost a critical long-term account. An ongoing contract was terminated overnight when a new senior leader removed the entire leadership development department. As Blanchard tells it, “I was shocked and couldn’t understand why such a decent company could behave so stupidly. It caused me to do a lot of soul-searching to make sense of what happened. “I began to explore what caused some organizations to see and believe the tangible value of investments in training while others didn’t. I soon found out that the attitude of senior leaders was a determining factor. When we had top management support, the relationship was strong; and when we didn’t, we were on shaky ground.” With that in mind, Blanchard set out to build a business case that would satisfy even the most hard-nosed executives. Working together with Dr. Drea Zigarmi, Blanchard poured over years of studies looking for the connections between leadership and organizational performance. The result was the publication of The Leadership-Profit Chain in 2005, which clearly established the link between the quality of an organization’s strategic and operational leadership and the organization’s overall financial vitality.