Changing Spots – a systems approach to change management written by Ian White and Andrew Kearns was published by Hartswood Press in the September 2017.

To purchase Changing Spots please visit Amazon: Changing Spots

This guide has been prepared by people who have brought about real change in organisations which had previously found change difficult – leopards that needed to change their spots.

For more details on Changing Spots go to Changing Spots

Leading Organisation Change series

Leading Organisation Change Series E-Book 1 – the emotional roller coaster.

For more details on E-Book 1 – the emotional roller coaster go to E-Book 1 

Living through a period of change in an organisation can be a confusing and emotional time for all affected. If leaders understand how people respond to change, they put themselves in a strong position to lead the organisation through the change to deliver real improvement.

Leading Organisation Change Series E-Book 2 – leading yourself through change

For more details on E-Book 2 – leading yourself through change go to E-Book 2

Significant or transformational change has such profound impacts on an organisation that theimplications will force senior leaders to feel out of their comfort- zone. In a bid to gain control these leaders will naturally adopt strategies that make them feel better, but these are likely to make the experience more uncomfortable for their teams.  This in turn is likely to compromise the benefits of the programme. It is therefore critical that leaders are more intentional about the way that they lead themselves through the change process.

Leading Organisation Change Series E-Book 3 – leading the organisation through a change

For more details on E-Book 3 – leading the organisation through a change go to E-Book 3

Change in organisations throws people outside their comfort zone and leads them to experience and express strong emotions – fear, denial, anger and depression in the early stages, and possibly excitement and euphoria in the later stages if the change is successful. These feelings will apply to almost everyone affected by the change but those who feel it the most will be those who feel they have little control especially those who have management responsibility. For senior leaders to successfully lead transformational change, they will need to be able to listen to these feelings, not reacting out of frustration but as a real leader. By reference to the Transition Curve, this E-Book describes 16 practical steps that might be taken to improve the leadership of change during a programme of transformation.