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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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Aug. 28, 2012 9:35 am
It is not uncommon that the head of the organization needs to change in order for the organization to reach it's full potential. While the defining the problem is typically far more complex than pinpointing the influence of one individual, one individual can certainly be the key for success. What happens when your boss doesn't recognize that he or she needs to make changes in order for the...  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
Aug. 14, 2012 8:22 am
We live in an exciting age. Until about ten years ago, scientists didn’t have the conditions and equipment needed in order to study the complexity of systems in the brain related to change. In recent years, brain science advanced at an exponential rate. After getting a widespread foothold in areas like emotional and physical recovery from trauma, the developments are now feeding into business....  Read More
Jul. 3, 2012 9:00 am
"Customer care is still interpreted differently by each and every person you talk to, but I strongly believe it holds the key for our success, not just in sales but in innovation and market leadership...We have a great team, resources, and the support of our CEO but the biggest challenge remains dissemination, integrating this new approach on the cellular level, getting to every last employee..."...  Read More
Jun. 5, 2012 9:48 am
I can't tell you how often I hear the above claim. For the last twenty years this notion, that systems and processes are responsible for the success or failure of business, has been one of the foundations of organizational development. If you want to successfully manage a team, make sure your structure, procedures and systems are aligned with your goal, and success will be yours. Going through a...  Read More
May 22, 2012 9:47 am
What makes physics or medicine more of a science than integration of change? Hoping that facilitating change will ever be as predictable as the results of scientific manipulations in sciences such as physics is probably a long shot and trustfully not necessarily an exciting thought. But getting integration efforts to meet scientific standards of sciences like medicine would be a great...  Read More
Apr. 17, 2012 9:42 am
At the moment, success rates of change efforts big and small, are probably not far off from what random success rates would be, without any expert change agents leading the way. Sure, there are change agents that do better than others, but with 70% rate failure rates for major changes and 90% of people admitting they will not execute the things they say they will, it's long overdue to admit what...  Read More
Mar. 27, 2012 9:15 am
In 1997 J. Kouzes and B. Posner wrote an excellent book about what employees need in order to follow leaders. The book, The Leadership Challenge, covers the employee perspective. Recently, Right Management (part of ManPowerGroup) conducted a study to get the management point of view. The way leaders see it, they believe their leadership success depends on the following: Fit with company...  Read More
Feb. 7, 2012 3:17 pm
People are not perfect and probably the only perfect we should strive to should a healthy balance anyway. But achieving balance often requires having a certain level of stability, a privilege most teams in our modern age do not have. Most teams can not find healthy balances because hardly anyone gets to do the same thing over and over again. Historians explain the expansion of professions in...  Read More
Jan. 17, 2012 9:16 am
Research shows that very high percentages of change efforts fail. 70% of mergers and acquisitions lose shareholder value (KPMG Global Survey, A New Dawn: Good Deals in Challenging Times, May 2011). 68% of IT projects fail (Standish Group report, CHAOS Summary, April 2009). Most training fades away within 6 weeks ( John T. Wixted and Ebbe B. Ebbesen, On the Form of Forgetting, American...  Read More
Jan. 10, 2012 9:10 am
One of the best strategies to get a change effort to catch on in organizations is to prove the applicability and success of the change in one team. Done well, the results are measured to then serve as a wonderful promotional tool for other teams. In our experience, there is something you need to watch for though. Ask yourself: "Is my effort designed for people who want to change or does it take...  Read More
Jan. 3, 2012 9:28 am
Join us in Denver! Reut Schwartz-Hebron, The Colorado HR Association, January 20th 2012 2012 Human Resources Conference...Smart HR There are three types of people in your organization: Those who are both willing and capable of making the adjustments needed in order to achieve desired results Those who are willing but incapable of making needed adjustments Those...  Read More
Dec. 27, 2011 9:00 am
Olafur Grimsson, the president of Iceland recently spoke about Iceland's growth coming out of the crisis of 2008: a complete collapse of Iceland's banking system, and the economic crisis that followed. What most people don't know is that this crisis was followed by a dramatic volcanic eruption. In Grimsson's words: "If you were given the laboratory task of testing the resilience of a nation, I...  Read More
Dec. 20, 2011 9:00 am
As a change agent you know the difficulty of Top-Down change. Senior executives, like the rest of us, see things from their own perspective. They may define desired results and how to go about getting desired results very differently than you do, which typically blocks you from making needed progress. Bottom-UP efforts are equally challenging. Even if teams do change, there is always a concern...  Read More
Dec. 6, 2011 9:00 am
In one of the organizations I worked with in the past they had saying: "If you tie a manager to a tree and wait twenty years, that manager will turn into a C level executive." In that organization, promotion was dictated by passively sticking around. The less you heard about those managers, the more likely they were to succeed. A recent study by Nir Halevy of Stanford Graduate School of...  Read More
Nov. 15, 2011 9:00 am
The first intelligence test was created in 1905 to determine which French school children were too “slow” to benefit from regular instruction. The idea was that children were increasingly able to learn difficult concepts and perform difficult tasks as they got older. How quick is your team able to benefit from new opportunities and knowledge? How capable is your team when it comes to learning...  Read More
Nov. 8, 2011 9:00 am
In his book titled Steve Jobs , Walter Isaacson describes the roller-coaster life and searingly intense personality of Steve Jobs. The picture Isaacson draws is not of a man who builds motivated people. Jobs is described as a man who cared most about perfectionism and control; a man driven by demons who could drive those around him to fury and despair. Yet it is hard to dispute his success. In...  Read More
Oct. 4, 2011 9:20 am
Most people assume that executives can go to a presentation or be exposed to models, and if they understand those models, the logic and reasoning, they will be able to apply the needed changes. Brain science says otherwise. In the last ten years neuroscientists discovered that there are two very different systems in the brain: one for processing knowledge, called explicit memory, and one for...  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. 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
Mar. 8, 2011 2:31 am
The front lines are the touch-point with customers. That's where the rubber hits the road in a customer-centric culture. Here's a recent KCI interview regarding the customer experience. And here's my recent, not-so-excellent, customer experience that I'm sure will transport you down a dark road in your own memory. I hoist my luggage into the bus and ask the reading bus driver, "Are you...  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
Dec. 3, 2010 8:28 pm
…" Who are you?” said the Caterpillar… “I–I hardly know, sir, just at present– at least I know who I was when I got up this morning, but I think I must have changed several times since then…being so many different sizes in a day is very confusing.” “It isn’t,” said the Caterpillar. “Well, perhaps you haven’t found it so yet,” said Alice, “but when you have to turn into a chrysalis– you...  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
Oct. 8, 2010 8:47 pm
I recently had a conversation with a senior executive in the bio-tech industry about the type of challenges he sees his organization having as they start transitioning from a start-up stage of growth to a more mature company. "One of the main problems I see is focus and follow-through. We naturally attract great talent that is innovative and associative, but at this stage of growth we require...  Read More
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