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Reut Schwartz-Hebron
Reut Schwartz-Hebron
President and thought leader of KeyChange Institute ( 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.


Mar. 1, 2012 9:04 am
A bully is often defined as "A person who uses strength or power to harm or intimidate those who are weaker." The damage of bullying is great but I would argue that, more importantly, the very definition of the phenomenon is blocking organizations from solving this problem! Harrison Psychological Associates reports that the business costs of bullying to employers where people...  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
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. 22, 2011 9:00 am
With Thanksgiving coming up, it seems like a good time to check in on your organization's appreciation meter. Appreciation, like any good thing, is not something you and your team should always apply. However, experts claim a good ratio of appreciation to correction is 20:80, for every two corrections or comments you share consider sharing eight appreciative comments. A senior executive told me...  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
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
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