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Change Leadership: Why Your Head, Heart And Gut Are Critical To Listen To

(Brian Gorman, Forbes Coaches Council)

When was the last time you listened to all three brains?
Neuroscience now tells us that we each have three brains. The one we most often think about and pay attention to is the “head” or cephalic brain. We also have a heart (cardiac) and a gut (enteric) brain. Each has sensory neurons, motor neurons, ganglia, and neurotransmitters. They are able to take in information, process it, store it and access it when needed. They are all true brains!

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Flights from the Brain: Why People Gain Joy from Agile Collaboration

(Erica Jacoby, LC Global)

I recently had the honor of attending the 175th Anniversary celebration of Miss Porter’s School, where a high caliber panel of neuroscientists discussed how the mind construes meaning from the arts and ultimately gains joy from the process.
The findings of Nobel Prize Laureate Dr. Eric Kandel, Director of the Kavli Institute for Brain Sciences at Columbia University, and Dr. Margaret Livingstone, Takeda Professor of Neurobiology at Harvard Medical School were fireworks of edutainment. Their results are highly applicable to the modern workplace in general and in particular, to agile team collaboration.

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Buy-In: A Radical Appproach to Change Management

(Sharon Drew Morgen, Systems Thinker)

How do we manage change in our organizations? Not very well, apparently. According to statistics, the success rate for many planned change implementations is low: 37 percent for Total Quality Management; 30 percent for Reengineering and Business Process Reengineering.
Regardless of the industry, situation, levels of people, or intended outcome, change seems to be sabotaged in unknown ways, causing the real possibility of failure:
– Internal partners are unable to get the help they need as they attempt to promote the proposed change.
– Leaders get blindsided by unknowns, with no clear way to overcome obstacles without creating more problems or becoming part of the problem.
– The system gets disrupted, harming people, relationships, and initiatives.
– The change doesn’t get adopted as conceived, with financial and personal fallout.
As change agents, the models we use to address these issues have met with limited success. Is it possible that our approach is causing some of the problems?

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Managing change remotely

(Wayne Turmel, The Remote Leadership Institute)

Managing change is a key skill for any leader. Whether it’s a small change in the scope of a project or your entire company being folded into a new organization, keeping our teams focused and productive is one of the most important things leaders do. It’s not easy. It’s even harder when we’re scattered across time zones, oceans and departments. How do we effectively lead change in remote teams?

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