Jennifer Selby Long

He actually went and advocated that this other man should head one of the most exciting new divisions that the company was creating. And this man did go over and do that. And he did lead that division in its early days quite well, because in part, he didn't need to change to lead that. He was already established. kind of reasonably well suited to it.

He actually went and advocated that this other man should head one of the most exciting new divisions that the company was creating. And this man did go over and do that. And he did lead that division in its early days quite well, because in part, he didn't need to change to lead that. He was already established. kind of reasonably well suited to it.

And so it was extremely enlightening to me because until my client made that decision and that commitment, we struggled. We really struggled. That team had been brought together through two acquisitions. That team was so far behind Vince.

And so it was extremely enlightening to me because until my client made that decision and that commitment, we struggled. We really struggled. That team had been brought together through two acquisitions. That team was so far behind Vince.

They actually had worked very hard on two software releases that they had to literally cast aside because they fell so far behind because they did not move as one that the other technology leapfrogged it and it no longer was appropriate, right? It no longer fit with the company's other technology. So this was an organization that was in crisis and it was when

They actually had worked very hard on two software releases that they had to literally cast aside because they fell so far behind because they did not move as one that the other technology leapfrogged it and it no longer was appropriate, right? It no longer fit with the company's other technology. So this was an organization that was in crisis and it was when

He was able to just recognize, hey, this is a failed exercise, right? We cannot bring this guy along to where we need to. And I'm going to stop trying. This was, by the way, about 20 years ago. And so I found myself really admiring and recognizing the joy of learning something about change from one of my own clients. Whereas usually I'm the one in the teacher's seat.

He was able to just recognize, hey, this is a failed exercise, right? We cannot bring this guy along to where we need to. And I'm going to stop trying. This was, by the way, about 20 years ago. And so I found myself really admiring and recognizing the joy of learning something about change from one of my own clients. Whereas usually I'm the one in the teacher's seat.

And I really learned deeply from that experience because me on that idealist, I never want to give up on anybody. And so it was so helpful for me to see someone willing to say, I think we need to give up on this.

And I really learned deeply from that experience because me on that idealist, I never want to give up on anybody. And so it was so helpful for me to see someone willing to say, I think we need to give up on this.

this is not succeeding and we need to not judge the efforts that we made to make it succeed we need to find a totally different path here totally and completely different it was fantastic and so i eye-opening for me so eye-opening earlier you mentioned the do's and the domes when going through change

this is not succeeding and we need to not judge the efforts that we made to make it succeed we need to find a totally different path here totally and completely different it was fantastic and so i eye-opening for me so eye-opening earlier you mentioned the do's and the domes when going through change

yes i think that there are a lot of parallels to bill bridge's model but something that you said there about his third his is you know unfreeze again his third and final stage is that you emerge with a new identity and i think that this is so vital for us as leaders to understand that when we are asking our people to make a significant change

yes i think that there are a lot of parallels to bill bridge's model but something that you said there about his third his is you know unfreeze again his third and final stage is that you emerge with a new identity and i think that this is so vital for us as leaders to understand that when we are asking our people to make a significant change

they often do have a change in their fundamental identity or how they see themselves and it can be hard to recognize because often in the leadership role we already see them in that way if we didn't see that they had the potential collectively and individually

they often do have a change in their fundamental identity or how they see themselves and it can be hard to recognize because often in the leadership role we already see them in that way if we didn't see that they had the potential collectively and individually

to make this change successful, we probably wouldn't have started down that path or we wouldn't have brought in some different people to lead them. So it is so vital to understand that change management is about hitting the target, right? Implementing the change on time, within budget, to a set standard.

to make this change successful, we probably wouldn't have started down that path or we wouldn't have brought in some different people to lead them. So it is so vital to understand that change management is about hitting the target, right? Implementing the change on time, within budget, to a set standard.

But this can actually be much more profound for others than we recognize because they can come out of it with a new identity. Think of, for example, my clients who are financial analysts. Today, even just as recently as three years ago, the technology didn't really exist for them to spend the bulk of their time Truly advising senior business leaders on what they should be doing in the business.

But this can actually be much more profound for others than we recognize because they can come out of it with a new identity. Think of, for example, my clients who are financial analysts. Today, even just as recently as three years ago, the technology didn't really exist for them to spend the bulk of their time Truly advising senior business leaders on what they should be doing in the business.