WOODRIDGE

Staying Healthy During the Holidays

by Julie Donley

The holidays should be a time for fun and enjoyment. Too often, however, they are stress-filled and expensive! Here are 10 empowering tips for managing and maintaining your health this holiday season.

Leading Change from Obesity toward Health

by Julie Donley

There are considerable consequences from living in our overweight condition but in order to change we must change. And change is HARD! Here are the eight success strategies that are required for making and sustaining a change to a healthier and thinner lifestyle.

Management Intelligences

by Chris Phillips-Maund

Knowledge whether gained through practical or academic experience is useless to modern managers unless you have the management intelligences to acquire relevant knowledge, recall and utilise that knowledge coupled with the desire to become a more rounded modern manager through continuous learning.

Bringing — and sustaining — change

by Chris Phillips-Maund

The world keeps changing, and organisations need to keep up. Yet, when change is initiated, how much time does a leader have to create true momentum for needed change within the firm? Chris Phillips-Maund says it's not as long as you might think.

Challenge of ERP Implementation

by rick maurer

Question and answer session on why some changes -- like ERP -- never get off the ground. And what to do about it.

Leading Change: Four Principles for Staying in Control

by Kevin Dwyer

When leading a change programme, the bare minimum requirement of a leader is to be seen to be in control. Four simple principles will help you stay in control.

Managing Change: Baulking at the Leadership Challenge

by Kevin Dwyer

Leaders, it is said, have the responsibility to "do the right things" and managers have the responsibility to "do things right". In doing the right things leaders make decisions. My observation is that too many people in leadership positions are baul

Making Change Happen

by Kevin Dwyer

Seventy percent of all change management projects are considered to be failures. The critical factors for change management success or failure are fairly simple.

Managing Change; Unintended Consequences

by Kevin Dwyer

Leading a change programme is a risky business, for the leader and the lead. The law of unintended consequences applies in full as change involves people. People see the the starting and finishing points and the intention of change from their point o

The Courage of Your Talent

by Pat Lynch

Not everyone uses their talents. Why not?

6 Critical Organizational Success Factors for Embracing Volatility

by Pat Lynch

Organizations no longer have the luxury of allowing their employees and leaders to sit back and enjoy the tranquility of a stable environment, which required relatively little upkeep to maintain the status quo.

Communicating Change; Don't Let Them Hear it on the Grapevine

by Kevin Dwyer

When do you tell employees about bad news? When do you tell them about good news? Many organisations have difficulty determining the answers to the former question and do not enough thinking about the latter question.

Eliminate Change Management Problems

by Harry Greene

Conventional enterprises waste a lot of money on change management, because they cannot manage change, R-pM builds in on-going natural change with professional management capabilities.

Making People Collaborate with Change

by Edwin Malipayon

If you are mulling to introduce extensive changes in your corporation's system but having some apprehensions that your people might resist, then follow these steps.

Change Management and Sex

by rick maurer

Emotions -- like thoughts about sex - distract people. We often forget this when we are trying to get people to accept a major new change. We forget that a word like "downsizing" can be so emotionally powerful that people miss what we are trying to say.