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A CLEAR Model for Change

Organizational change needn’t be overly complex to be successful. To be sure, the number of details you must manage grows with the size of the organization and the scope of the change. But whether for large- or small-scale changes taking place in your organization, a straightforward approach can drive success and sustainability. One such approach is Peak Development’s CLEAR Model for Change©, which focuses on five key elements: Communication, Leadership, Education, Active involvement, and Reinforcement. All five of the elements are important in leading change. By applying this clear, consistent model throughout your change initiatives and giving careful consideration to each element, you’ll feel greater control over the levers of change, and increase your odds for success.

“How you operate on the inside should be inextricably linked with how you want to be perceived on the outside,” writes Denise Lee Yohn in Harvard Business Review. “When your brand and culture are aligned and integrated, you increase operational efficiency, accuracy, and quality; you improve your ability to compete for talent and customer loyalty with intangibles that can’t be copied; and you move your organization closer to its vision.”

Peak Development Radio

Developing HR and Its Leaders

#1703 – We talk with Lisa Uthgenannt, CHRO for LabCorp, about effective strategies for developing HR teams, the role senior HR leaders should play in development, and the skills HR practitioners most need to develop for the future. The first episode in our series on Accelerating HR’s Business Impact.

“Leaders commonly try to influence their company culture with a lofty statement of purpose. But despite the time and money an organization pours into crafting its own special statement, the result is often vague and generic — it sounds like every other well-meaning company’s purpose statement.” Harvard Business Review’s Erika Keswin suggests that “one simple way around this is to highlight specific stories that illustrate the values leaders want to emphasize.”

Organizational leaders reported in a recent study that they “spend seventy-four percent of their time on strategy and twenty-six percent of their time on culture. But when asked, ‘Which has the most impact on our Business Results, culture or strategy?’ a whooping ninety-six percent of leaders said that culture has a greater impact.” Inc’s Mattson Newell asks, “If most leaders readily agree that company culture has a greater impact on achieving business results–or not achieving them–why do many leaders still spend more resources on strategy than on culture?”

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