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Reut Schwartz-Hebron
Reut Schwartz-Hebron
President and thought leader of KeyChange Institute (www.KeyChangeNow.com). Key Change Institute is a national organization that provides groundbreaking performance improvement and business execution consulting services rooted in brain science and experience-based learning.
 

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Sep. 25, 2012 9:02 am
We consider the statement "you can't change people who don't want to change" a truism. When I started facilitating change, if someone needed to transform it was believed that it was the change agent's job to give direction and insight, but it was the client's job to implement or acquire the change. Developments in neuroscience make the answer simple: it should be the change agent's job to guide...  Read More
Sep. 11, 2012 9:01 am
Coaching is about facilitating positive change. What if your client does not want to change? How can you challenge them to change? What are some best practices to encourage changes in your clients or employees who resist change? If you are like me, here are some strategies you probably used: Motivate these people to care more about the goal or the benefits they personally will gain from...  Read More
Aug. 21, 2012 8:35 am
It is not surprising that organizations are continuously trying to find clear solutions to better engage and retain their best employees because turnover and disengagement are extraordinarily expensive. According to a Watson Wyatt study , a one standard deviation improvement in engagement is associated with a 1.9 increase in revenue per employee: "To put this in perspective, the typical...  Read More
Dec. 13, 2011 9:00 am
Whether they know it or not, leaders in organizations are often change agents. Most experts will probably agree that a CEO's role is to set strategy and vision as well as build a culture that will optimize the organization's productivity. The CEO ultimately sets the direction, responding to changes in the market and, as result, managing the internal changes that are required in order to...  Read More
Oct. 18, 2011 9:00 am
Liz felt held back for the past three years. In her role as Director of HR and Operations in a large agricultural company, she had been tracking productivity for a while and saw how the growth in sales had slowed down over the last few years. “Our CEO has been in the company for five years and was able to establish new values and work ethics in this time. He is a natural leader and people have...  Read More
Sep. 27, 2011 8:04 pm
John, a Deputy Director General in a large hospital, found the productivity of Lisa’s team to be a problem because it was draining his time and energy. Lisa was responsible for a team who provided many valuable services to the hospital’s doctors and patients. John believed the team wasn't made up of the right individuals and that roles were probably not defined well enough so the dynamic in the...  Read More
Sep. 13, 2011 9:02 am
Janet inherited her team from a previous director who managed the department for over ten years. As a director, she had the expectation that she would invest her time in promoting the department and in strategic issues, but instead she felt she was drawn into the nitty-gritty of production. “My team is downright lazy. I have no better way of describing it. If I don’t ask for things, no one else...  Read More
Sep. 11, 2011 12:12 pm
Michael Cushman, President, to present at COSHRM 2011 Overcoming high resistance and changing difficult people are nearly impossible, but the combination of three new "people-developing" technologies enables HR leaders to do amazing transformations, quickly, precisely and reliably. Join the 2011 SHRM Colorado State Conference (COSHRM) for Revolutionary HR Human Capital in the New Economy...  Read More
Sep. 6, 2011 9:03 am
“The most important thing right now is to redefine roles in a way that serves our sales efforts. I can understand the need to be involved as an owner…we need to serve the business with our strengths and that starts with looking at things soberly.” ( COO, manufacturing industry) Bill has been with the company for over 20 years. He could see the company plunge during the economic downturn, but...  Read More
Aug. 23, 2011 9:15 am
“Probably the most important thing for us right now is alignment and structure. Growing successfully beyond a start-up requires us to align the functions of different departments under a clear vision. Most of our team is accustomed to responding moment by moment, so we are not focused in our efforts. In my opinion we need more focus and cross functional communications as well as structure and...  Read More
Aug. 16, 2011 10:19 am
“Tomas is a relatively young manager. He has just inherited an environment that is post-turnover of 2 other directors before him, all taking place in the last six months. At this point Tomas has to deal with a full-blown breach of trust. Three of the senior scientists in our R&D department reporting to Tomas, have made it clear that if this situation won’t be resolved in the next month, they will...  Read More
May 31, 2011 4:01 pm
There are things we integrate into practice without knowing the reason they work. Later, science comes along and provides explanations for things we have done a certain way for hundreds of years, making sense of discoveries. Resistance is one of those things. According to ancient practices in martial arts as well as modern transformational training, like military boot camp, it is imperative...  Read More
Feb. 4, 2011 5:50 am
Organizations have several functions for maximizing productivity, performance, engagement, training, organizational development and executive coaching. KCI offers a new function that has not been available before: acquisition management. In other words, pushing through strategies and making effective changes comes to fruition. Michelle Romanica (Canada) and I had the privilege of talking to a...  Read More
Jan. 28, 2011 8:09 pm
The other day I was talking to the VP of HR in a local Semiconductor company, describing KCI's work. She was especially interested in hearing how we change people who don't want to change. KCI's expertise is in removing overt and invisible resistance. Both are difficult challenges for different reasons and both require a specific set of tools to overcome. Client review : Samantha is a senior...  Read More
Jan. 14, 2011 4:45 am
In Horton Hatches the Egg, the amazing Dr. Seuss talks about the bird Mayzie who’s way too lazy to wait for its egg to hatch. The lazy bird asks Horton, the elephant, to take her place for just a little while… "you've nothing to do and I do need a rest. Would you like to sit on the egg in my nest?” Well, the bird goes away for a long time as Horton sits on the egg through storms and bad...  Read More
Jan. 7, 2011 4:14 am
In a small zoo in Asia, the zoo keeper would walk by each day and throw bananas at the roofs of the cages. One of the bigger cages included more than 15 monkeys. One of the little monkeys always had to eat the leftovers as bigger and stronger monkeys got to the fruit first. One day one of the bananas was stuck and no one could reach it. It was up too high. The zoo keeper watched the little...  Read More
Nov. 19, 2010 7:45 pm
Imagine one of your employees, someone who doesn’t respond with great flexibility to changing, is strapped to a chair in the middle of an empty room. Now imagine a more senior manager approaches this individual, instructs him or her to listen attentively to some new instructions, and pokes them with the stick every 20 seconds as he shares the new instructions. Here is a revolutionary concept, if...  Read More
Sep. 24, 2010 10:22 pm
How would you define a difficult employee? Resistance comes in all different sizes and shapes. They can be direct and in your face, manipulative, evasive, invisible, passive-aggressive, and they can present themselves in a wide variety of behaviors. The first and most important step when working with difficult people is to identify which specific ability or strategy will make the abhorrent...  Read More
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