KLI Fundamentals

What Is Transformative Change?

The KLI approach to consulting for transformative change is founded in partnering to achieve the change agenda that best reflects a positive and sustained intention to make the right changes, make them last and to engage as many people as possible to align with the goals. In addition, organizational honesty – the sharp eyed focus on the sources of vitality for change – is the hallmark. Our model and our values are the same: the focus is on integrity, power and compassion. Our keys to success? Developing a model for change best suited to your organization, inventiveness to stimulate “out of box” thinking, and the use of learning targets to enhance continuous and sustained development.

What is the bottom line when it comes to transformative change?

When it comes to transformative change, one of the most important questions is why the organization, team or individuals need to change. Among the challenges of provocative change is the need to develop and maintain enough vitality to sustain the change agenda over time. When change is viewed as an event yet the process of change – the transitions and adaptations to support the new vision – becomes peripheral, achieving change goals will likely be diluted. Most companies know this.

How can your company be one of the ones that is successful?

Transformative change requires absolute clarity and focus to deliver the best results. Because this level of change can strain the leadership, emotional and financial resources of the organization, the rationale for change must be core to the fundamental reasons the company wants to stay competitive in the business.

The 7 Keys to Success

Key One: Awareness is the foundation.

Key Two: The importance of commitment.

Key Three: Change that matters.

Key Four: Strengths are assets; weaknesses are opportunities.

Key Five: Self-Awareness includes critical feedback.

Key Six: Dialogue, communication & networking are essential.

Key Seven: The paradox of a sense of urgency and focus combined with courage and patience can be difficult to navigate.

For more information on The 7 Keys to Success, please request a brochure.

Working At Change That Matters

What really matters? So much of the time we spend energy and effort in changing things, but they never really change.

At Key Leadership Initiatives, we believe that our value is in partnering with individuals and organizations clarify what is important to change and what it will take to change. We help our clients prospect for success and at the same time instill common agreements about what success looks like.

Most of us already know what success doesn’t look like….the latest flavor of management program, the newest diet on the market, the best seller on leadership that espouses the possibilities of 1 minute leadership.

For organizations and people, several key indicators can help to size up what really matters …and what really matters enough.

Are we directing our collective energy on change that is possible and not on those things that are simply energy drains?
Ceaseless striving is one way organizations and people can demonstrate effort but not results. Getting out of the hole of activity and into the high performance zone requires being ruthless about what we are actually doing that does or does not lead us toward our goal

Are the things that we want to change highly important? Or can we make a case for the importance of changing?
All of us have our wish lists. Organizations want to be the ‘employer of choice”; individuals want to be a “high potential”. When it is time to stack up what gets done and done well, behind the scenes is a high level of commitment, a survival need and or a personal balance card*. We do not put enough effort into changes that we don’t view as important. So to avoid the trap of ceaseless striving, focusing on what is really important provides the fuel for what will be needed over time.

*Personal balance cards are goals or activities that are not necessarily directly related to our goals, but meet a different sort of need. They are, however, related to individuals being able to contribute their best.

Do those critical to success understand what is required of them?
Are the primary champions willing to persevere through what are guaranteed obstacles as well as unexpected ones?
When it comes to making a difference and making a change, leaders—leaders at all levels--- will often look outside of themselves. They will look to consultants to “make it happen”; they will rely on project teams, transition teams and so on. But the real accountability for making things happen lies at the top. Developing a realistic frame of reference for what needs to be done, how long it will take and how much resource will be required---as well as staying focused through the tough times---is leadership’s job.