A bi-weekly letter on change, leadership, and organisational resilience — written for leaders who know that how you change matters as much as what you change.
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Not sure if this letter is for you? Read a few issues and decide. Every letter is free to read.
Dear Change Leader, Jennifer kept telling herself that she had been through bigger challenges than this. She’d navigated a merger. She’d led a team through a funding crisis. She’d earned her seat at the table through a decade of hard-won experience. So when her organization restructured, and her role shifted — same level, but a different scope and with a
Dear Change Leader, Sandra had been in her new role as Vice President for six months when she noticed something she hadn’t expected. She had the title. She had the team. She had the authority to make decisions she’d once had to wait for others to make. And yet, sitting in her office after another long meeting, she felt something
Dear Change Leader, “We just need to give it more time,” David told me. He was six months into a major restructuring at his regional healthcare network — new reporting lines, redesigned workflows, a leadership team that had been reshuffled twice. On paper, the plan was solid. But the signals were troubling: key staff were disengaging, client complaints were ticking
Peak performance can be a warning sign. Here’s how to read it before the slide begins. Dear Change Leader, Let me ask you a question that might be uncomfortable: Is your current success setting you up for future decline? Sit with that for a moment. It sounds counterintuitive. Things are working. People are delivering. The metrics look reasonable. But underneath
Dear Change Leader, “I need to protect my team from all this chaos,” Priya told me during a recent coaching session. As CEO of a growing company, she’d been absorbing every shock from the organization’s turbulent environment — shielding her directors and managers from the worst of the uncertainty. She meant well. But when I asked how her team was
Setting Your Change Initiative Up for Success Dear Change Leader, “We don’t have time to plan—we need to act now!” If you’ve felt this pressure, you’re in good company. The urgency to launch, to show progress, to respond to mounting demands—it’s real. Unfortunately, it’s often exactly what derails change before it has a chance to succeed. Most change initiatives