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When you've worked on as many different types of change as I have, you get a feeling for the types of change you like most. Here's mine.

When change doesn't land, what does that really mean? Is it failure? Is it something else? And what can you do about it?

Executives can make or break your organisational change. So how can you get them onside and onboard to align and lead your change?

Why does so much leader-led change fail? If leaders are so critical, then what is it we're not seeing to really land the change?

When it comes to leading change, the "involved" stakeholders are seen as shoo-ins. But more than anyone, they need to be brought onside.

When you're leading change - it's all about engagement. But like seriously, what does this even mean!?!

I hadn't skied since I was 10 years old. And even then - I don't really remember "skiing".

We have the second set of FAQs from our Introduction to Change Management webinar with General Assembly in June 2020.

With so much choice - it can be overwhelming. Do you apply for jobs down every track? Do you choose one track and invest all your time in th

So many times, we start a change cold. We aren’t warmed up, we aren’t primed, we aren’t prepped. Most often, as a Change Manager, I’ve been

The future of work is incredibly uncertain for many workers. This zesty article will show how we can grow hope, courage and new life.

How do you relift the morale of existing employees who stay with the team after the restructure?

During a restructure, there will probably be key talent in your team that you really want to keep in your company. But how?

A restructure announcement will often trigger the flight-or-fight response in team members, causing them to shut down.

It’s even more important during organisational change to grow and maintain trust with your staff. But it can be tough!

It’s often left to their line managers to talk to staff one-on-one during restructures. How do they cope?

During a restructure staff, almost EXPECT a role - they feel their employment should be guaranteed. But should they?

What’s your biggest fear when it comes to leading a restructure? Is it...the anger, the blame, and the hurt from your people?

Restructures are one of the most expensive organisational changes you'll go through as a leader, but surprisingly, least measured in ROI.

You usually won’t lead a restructure single-handedly. You’ll create a core team around you, and it’s important that you’re all singing from