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Recently I finished another leg of my journey toward my MBA.  This past weekend I finished a beta class called, Servant Leadership.  The class consisted of people from both George William University and Aurora University.  The group comprised of 6 MBA, 6 Masters of Social Work, and 6 Doctoral of Education students.  What an eclectic group of individuals who contributed a great amount throughout the course.

Below are some pictures of our last class from Lake Geneva, where George William University is located.

Former CEO of Service Masters, Bill Pollard…and me

Bill Pollard and a few MBA students from both Universities

Last class photo…taken on the porch overlooking Lake Geneva

Currently I am re-reading Ken Blanchard’s book, Leading at a Higher Level.  Below are 8 insightful reasons that Ken gives as to why some change efforts might fail in an organization.

1. People leading the change think that announcing the change is the same as implementing the change.

2. People’s concerns with change are not surfaced or addressed.

3. There is no compelling reason to change.  The business case is not communicated.

4. A compelling vision that excites people about the future has not been developed and communicated.

5.  Those leading the change aren’t credible - they undercommunicate, give mixed messages, and do not model the behaviors the change requires.

6. Progress (this is HUGE) is not measured, and no one recognizes the changes that people have worked hard to make.

7. People are not held accountable for implementing change.

8. People leading the change fail to respect the power of the culture to kill the change.

Can you think of other reasons why change might fail?