This is part of a series of ten posts exploring the questions behind The Sticky Change Sense Check, a free tool for leaders navigating organisational change. If you haven’t read our introduction, When change energy goes unmanaged: the human cost, that’s a good place to start. We recently started working with a leadership team in the middle of a restructure. A part of it involved listening to a manager talk through questions brought to her by her team. Interestingly, she found

This is part of a series of 10 posts exploring the questions behind The Sticky Change Sense Check – a free tool for leaders navigating organisational change. If you’d like to read it from the beginning, When change energy goes unmanaged: the human cost is where we started. You only have to look at your diary or other people’s calendars to see that the organisation is really busy! It’s a problem that people often bring to coaching… How do they prioritise their time when there

After more years of working with organisations through change than we care to count, we've noticed something. The strategy is rarely the problem. The plan is often solid. The intentions are good. What gets in the way, almost every time, is the human side – the bit that most change programmes underinvest in or skip past altogether. Over the years we've distilled what we've learned – from battle scars as much as successes – into a set of overriding principles for making change