4-8. When an External Consultant is Too Close to the Leader
When leaders hire friends or colleagues as consultants, what happens when the consultants overstep their authorities or become abusive to members?
Season 4
4-7. Entering into the Middle of the Story: Inheriting a Change Effort
The change management literature often focuses on how to start change, but not how to take responsibility for change efforts underway. What does one do?
4-6. Firing the Coach Instead of the Players (and Other Counternarratives Against Leaders)
Following previous discussions about counternarratives against organizations, this episode explores how they apply against the organization’s leaders
4-5. Is There a Difference Between Continuity and Complacency?
We all want to be ‘change agents,’ right? But sometimes reliability and predictability are good. So, is it good sometimes to be a ‘continuity agent’?
4-4. Are There Ways to Assess Effective Collaboration?
We talk a lot about the importance of collaboration nowadays, but do we really know how to evaluate it? I relay one experience that might provide clues.
4-3. When a Leader Falls From Grace, Should That Negate Their Positive Contributions?
When leaders commit misconduct or otherwise harm their reputation, some people dismiss the good that the leader did. When, if at all, is this appropriate?
4-2. When Unresolvable Tensions Exist, How Can Leaders Maintain Unity?
Organizations face counternarratives continuously. Are there ways of defending the organization against them without resorting to defensiveness?
4-1. Should Change Agents Celebrate Success and Worry About Failure?
When change effort succeed, there is often a push to celebrate success, but is that always the best thing to do? Sometimes, no response may be better.
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