How to Lead Change That Actually Sticks with Dianne Armstrong | The Essentials

Sponsored by Enelra Talent Solutions, LLC - Your Go-To Coaching Partner.

In this Essentials episode, Arlene Pace Green, Ph.D. sits down with Dianne Armstrong for a research-backed conversation about how to lead change that actually sticks, both in your organization and in your own life. Dianne is a leadership development executive, executive coach, and transformation advisor with more than 30 years of experience inside global Fortune 500 companies including Flex, McKesson, Neiman Marcus, PepsiCo, and Accenture.

She's also the founder of Armstrong Performance Consulting, a coach and talent management partner with Enelra Talent Solutions, and teaches leadership in the Executive MBA program at the University of Texas at Austin. If you're an HR leader, people leader, or anyone responsible for carrying transformation inside your organization, this one is for you.

Join us as we explore:

Why the average employee went from navigating 2 planned enterprise changes per year in 2016 to 10 by 2022, and why employee willingness to get behind those changes has been cut roughly in half over that same stretch.

The neuroscience of change: why our brains are wired to resist rewiring, why change actually lights up the same pain mechanisms as physical pain, and what that means for how leaders communicate about transformation.

Why some of the behaviors we're trying to change are actually serving a purpose for us as coping mechanisms, and why self-compassion and curiosity often unlock more progress than judgment or willpower.

Why women in particular deprioritize their own well-being and take on outsized emotional labor at work and home, and how that affects our capacity for personal change.

The specific mistakes leaders make when driving organizational change, including getting ahead of their teams on the change curve and losing momentum right when the rest of the organization is just starting to move.

Why persistence is the most underestimated skill in change leadership, and why you'll need to communicate the same message 17 times over 18 months, even when you're bored of hearing yourself say it.

Why the "change of the moment" approach quietly punishes your early adopters and rewards the people who sit on the fence, and how it teaches your organization to wait out every future change.

The power of involving more people through employee action teams and change networks, and why autonomy, control, and pride drive better adoption than top-down directives.