transformational leadership


New perspectives on transactional vs. transformational leadership

The conflict between the narrow focus on operational excellence often required to keep your current business running well versus broad demands for organizational transformation required for the future business has become severe. Leaders have to simultaneously minimize disruption to their current business while consciously disrupting it to make the changes required for rapidly evolving markets. […]


The science of human and organizational change

A recent article in the Wall Street Journal caught my eye. The article, “Why Digital Transformations Are Hard,” is based on an interview with Bernard Tyson, Chairman and CEO of Kaiser Permanente, and Jeanne Ross from MIT. The article describes Kaiser’s efforts to digitize the company. The first question – “What was your biggest challenge?” […]


Let’s talk about results

By William Seidman We talk a lot about what we do and how we do it here on our blog. Now it’s time to  talk about some of the amazing results we have achieved with companies. We use five levels of measurement, from recorded learnings by the training program participants about how they used the […]


Connecting training to impact in the real world

By William Seidman A great colleague and friend, Jon Revelos of Global Novations, just sent me an article about the connection between training and impact. I think he meant to provoke me, which he did. The article argues that we shouldn’t be concerned about the relationship between training and return on investment (ROI)  because it […]


Transformational Leadership in the Face of shrinking numbers (it’s more important now than ever)

By William Seidman Transformational leadership is vitally important in the face of transactional pressures. It’s so important not to get caught in the small stuff. I talked with a transactional manager who is faced with significant demands for leading a transformation. He’s having a very hard time. Globalization and other market forces are changing his […]


Delivering real change: the four positives 1

By William Seidman In “What, Really, is Change Management?” Brad Hall attempts to explain change management and why many such programs fail to achieve lasting change. While it is true that few change projects succeed, it is not because they are too focused on deliverables, as Hall asserts. It’s because most people leading change efforts have […]


How to fix contact centers

By William Seidman As important as contact centers — also known as call centers — are to the organizations that depend on them, there are often a lot of things wrong with the way they operate. Customers and employees aren’t happy. Great customer service happens when employees AND customers feel listened to and supported. 1to1 […]


The four positives defined

By William Seidman How is a leader to succeed? It takes much more than good intentions and a pressing need. In our work with leadership, we’ve developed The Four Positives — vitally important components of positive leadership. They are: Positive Deviance – Use the positive deviants in your organization  to define the driving purpose and, […]


Want transformational change? Change yourself first.

By William Seidman Leading change is fundamentally different from other forms of organizational leadership, particularly day-to-day transactional leadership. Yet few executives understand that being a truly transformational leader requires three (sometimes difficult) things: Risk.  Aspiring transformational leaders must be willing to take the risks associated with change. Doing better always requires change, but not all change leads […]


Leadership within a global organization: how to start the real conversation

By William Seidman One of the biggest challenges of leadership is the large, geographically dispersed organization. I hear various experts argue that physical proximity is not essential: that the spirit of an informal conversation alone is sufficient. But anyone who has worked in a large, complex environment knows that this is usually not sufficient. This approach […]