Most conversations about change management leave out one thing: people are neurobiologically different during change than they are in stable conditions. Not metaphorically different. Physically, cognitively, emotionally different.

Only 27% of employees believe their leaders are trained to lead through change. And of that 27%, more than half only slightly agree. Bet that’s not surprising. We are not in a shortage of change management frameworks, methodologies, or certified practitioners. We have Prosci. We have Kotter. We have communication plans and stakeholder maps and carefully sequenced rollout timelines. And yet, the majority of employees are watching their organizations move through change and thi

Most change initiatives fail to meet their objectives—regardless of how well-planned or well-funded they are. People want to blame strategy, because it’s more tangible. But it’s not that. And it’s not a resource issue either, despite what you’ve heard. In a global study done by IBM, 60 percent of executives and project managers say changing mindsets and attitudes is the biggest challenge to implementing change, followed by corporate culture at 49 percent. Influencing mindset