Thank you for featuring The Leadership Wheel in this post – we will be following up with activities based on the Wheel in coming months! Stephen Abram is a librarian and principal with Lighthouse Consulting Inc., and executive director of the Federation of Ontario Public Libraries. The AWL Group approaches your business challenges from a unique, comprehensive perspective, with proven methodologies developed and refined by decades of research and experience. Warren Hoffman, Chairman of the Board of Directors offers a wealth of personal and organizational performance experience. Tadd Walker, AWL Partner,  brings 20 years of experience with Anderson Consulting (now Accenture) and the computer industry to AWL. Larry Walker, AWL Partner, has excelled for 40 years in leading world-class companies in pursuit of technical excellence, industry breakthroughs, and new markets.
Ron Hultgren, AWL Partner,  is a leading practitioner in the leadership development and consulting field.
Physician Leadership Program Testimonials Apr 11, 16 07:44 PMThe testimonials below were offered by participants in one of our recent Physician Leadership programs.
Action Wheel Helped Our Clinic Make a Unanimous Decision Apr 06, 16 03:43 PMAt our last board meeting the board used the Action Wheel to help with a decision involving the future site of one of our clinics and its providers. Culture Trumps All Apr 01, 16 04:38 PMWhen working with a prospect, he asked how the Action Wheel would impact his start-up organization. Imagine driving the Los Angeles freeways at rush hour with blinders on, or shutting your eyes to the traffic altogether, determined to plow through to your destination.
In fact, leading transformation using today’s change management approaches presents the same challenge. Change management originally reflected two breakthroughs in leaders’ understanding of change. Simultaneously, change management responded to leadership’s need to improve implementation, which increased their attention to the process of change. Change management’s popularity is tangible evidence that executives have recognized much of what was missing from their traditional management of change. The first task of change leadership is to understand the terrain of change and how it has evolved. Secondly, the future state is so radically different from the current state that a shift of mindset is required to invent it, let alone implement and sustain it. These two attributes of transformation make both the process and the human dynamics much more complex, unpredictable, and uncontrollable than in either developmental or transitional change.
Change leadership demands new executive and consulting competence in three key areas: (1) creating enterprise-wide, integrated transformational change strategy that attends to all of the people and process dynamics of transformational change, (2) transforming the mindsets of leaders and employees as required by the new marketplace and the transformation itself, and (3) designing, implementing, and course correcting the transformational change process. Building an integrated change strategy fit for transformation is the first cornerstone of change leadership. In developmental and transitional change, executives typically engage in very little strategic thinking about how to handle the change. A comprehensive transformational change strategy has three equally important components: content, people, and process. Most leaders attend only to content, as reflected in their primary attention to business strategy. The onset of change management opened the door to the second required component of transformational change strategy—people.
The third component of change strategy is process—how the change will be carried out in a way that the organization discovers, and accomplishes its business results while meeting its people and cultural requirements.
The second cornerstone of change leadership—transforming leader and employee mindset—requires executives and consultants to attend more thoroughly to the human dynamics at play.
The topic of mindset in organizations has been around for several years now, first popularized by Joel Barker’s “paradigm” videos and furthered by Peter Senge’s exploration of “mental models” (1990). Briefly, the Industrial Mindset views all change as a predictable and controllable set of discreet events that can be managed through external force. Leaders operating from the Industrial Mindset have “logically” thought that: (1) transformation can occur through numerous separate initiatives and that change integration is not essential, (2) people will “obey” what leaders say is required with little communication about why change is needed, (3) resistance is a necessary evil and is best delegated to the HR department, (4) project management and change management techniques will keep the effort under control and on schedule, and (5) getting the content right is the best path to success and the only requirement of leaders. Beyond these common misconceptions, the primary limitation of the Industrial Mindset is that it blinds leaders to the multitude of human, cultural, and process dynamics that are actually occurring.
The conscious approach refers to leaders who are “awake at the wheel,” aware of the actual dynamics of transformation.
Reactive leaders spend their time in crisis about change-related problems they didn’t see coming. Conscious change leadership begins with the full realization of the power of mindset to govern perception and performance. This breakthrough work is most effective when done experientially, away from the office setting in a skillfully facilitated training environment, under well-crafted and safe conditions that enable self-reflection. When done in the context of increasing change results, this is a powerful and necessary component of transformational change strategy. When leaders design their change strategy to wake up a critical mass of the organization so that it embraces the new mindset and can deal with the ongoing human and process issues, the navigation of the transformation becomes easier, faster, and more successful, as was the case with this client.
The organization’s existing culture must be assessed for its fit with the future state’s requirements, as they are discovered.
Transformational change requires leaders to shift from project management thinking to process-oriented thinking. One of the flaws of change management in its application to transformation lies in its title. Transformation cannot be managed. Leaders must let go of the need to tightly control the change process, yet they still need a navigation system.
Even using The Change Leader’s Roadmap Model, the transformation process will have a life of its own; by necessity, both the process and the outcome will be emergent. The outcome is emergent because you must begin the change effort before knowing precisely where you are going. The process is emergent in that dynamics in the organization, marketplace, and people are constantly in flux. A major theme of transformational change is learn from what is happening and immediately course correct the process and the outcome. Transformation will only occur when a critical mass of the organization has undergone the required mindset change to perform in ways that produce the desired outcome. Large group interventions such as “Future Search” (Weisbord, 1995), “Real Time Strategic Change” (Jacobs, 1994), “Visioning and Design Conferences” (Axelrod, 1992), “Whole-Scale Change” (Dannemiller, et al, 2000), and “Open Space” (Owen, 1997) are excellent ways to generate collective intelligence on various aspects of the change, heighten commitment and excitement, and alter both people’s mindsets and the organization’s culture.
Conscious change leadership is the next generation of leading and consulting beyond change management.
Very lucid presentation of the challenge and map for transforming oneself and hopefully assisting an organization that wants to transform itself.
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With this extensively upgraded second edition, Dean Anderson and Linda Ackerman Anderson solidify their status as the leading authorities on change leadership and organizational transformation.
Read this great book by Dean Anderson and Linda Ackerman Anderson and learn how to use their multi-dimensional approach to lead transformation masterfully and consciously! Dean and Linda are core to the field of conscious change leadership, and continue to stretch and push its boundaries in this rich and deep compendium. Having applied this methodology for two years to manage change inside Microsoft, it has been instrumental in our ability to land change effectively, engage employees and deliver results quickly. This newest edition of The Change of Leader’s Roadmap is an invaluable, comprehensive and practical guide for envisioning an organization’s desired future, designing the structures and practices necessary to make it happen, and implementing them effectively. This is the next best thing to having Dean, Linda and the Being First team riding alongside your complex change initiative.
After implementing more than 2000 business strategy and operational excellence initiatives, we set out to find the best change methodology and toolbox in the world. Every action we take has six fundamental dimensions that are critical to reaching high quality outcomes within your team.
This workshop examines the four aspects of Emotional Intelligence (EI) or Emotional Quotient (EQ). Change is a constant in business and in our personal lives yet change is often met with resistance. The AWL process covers both technical and adaptive issues, achieving a result that builds your business and strengthens your organization.
Warren has consulted with CEO's of over 100 of the nation's largest healthcare organizations. He provides the innovative insights needed for building our powerful online assessment tools. He is experienced in a technology of change infusion that enables change to be infused within an organization by engaging the current power structure in a win-win approach. He conducted 10 years of research in making the Action Wheel Leadership technology available to corporate executives in easy-to-learn and sustainable training programs. He is Executive Consultant with Action Wheel Leadership and a Senior Consultant with Mission Advancement Professionals consulting to regional and national non-profit organizations on leadership and financial development.


She has worked with public and nonprofit organizations in transforming their managers for high performance leadership. You couldn’t possibly expect to get there safely and would likely create havoc along the way. Before the birth of change management, organizational leaders defined their role as determining the destination of their change and then delegating the “driving” to someone else. First, it became the answer to dealing with some newly recognized human issues, which surfaced when leaders’ pronouncements were met with insurmountable resistance in the organization, and they didn’t know how to overcome such formidable obstacles. By providing planning tools for implementation and applying familiar project management approaches, change management increased the likelihood of leaders actually reaching their destinations. There are three types of change occurring in organizations, each requiring different leadership strategies. Given the number of failures, it is forcing executives and consultants to “take more blinders off” and expand their awareness of what is required and their skills for handling those requirements.
First, the future is unknown at the start of the change process and can only be created by forging ahead with the intent to discover it. Instead, they delegate it to lower-level change managers, who immediately begin implementation planning using traditional project management or change management approaches. The content of change includes the new business direction and its subsequent structural, systems, product, and technological changes.
Change management’s focus on overcoming resistance and increasing communications and training are three important features of the people component.
Since most leaders need to shift their mindsets to even perceive the complex human and process dynamics of transformation, we believe that transformational efforts should begin with the leaders and directly address their mindsets.
Thankfully, both of these efforts brought the concept of mindset to leadership’s awareness. Mindset is the primary causal factor of behavior, decisions, and most importantly, results. It is a mechanistic view and neglects the power of human consciousness as a force in organizations. Think about the profound impacts in the preceding examples on people, communications, relationships, and culture. The reactive approach refers to leaders who see the world through the Industrial Mindset lens. Change management is valuable to them because it helps manage the fallout from these self-induced problems. Once leaders wake up to the central role mindset plays in their success, they more readily turn inward to investigate their own mindset.
Given the prevalence of the Industrial Mindset among executives today, this is a tough first challenge. Through feedback, coaching, and participation in our leadership breakthrough program, he came to see that his mindset, controlling and paternalistic, was impeding his organization from innovating new business strategies for the deregulated environment. In our consulting practice, all of our clients engage in this breakthrough program at the beginning of the transformation. Nine times out of ten, if the organization’s culture is not consciously attended to throughout the transformation, the effort will struggle or fail. There are several principles that define some of the key requirements of process thinking, each of which is central to conscious change leadership.
Rather than attempting to force-fit the organization’s behavior into a prescribed plan and rigid timetable, the Roadmap assists leaders toconsciously tailor their unique change process and its pace to the ever-changing variables they face. Not only must the beliefs and behavioral norms of this way of being be determined and instilled in the culture of the organization, but a system and work practices for it must also be developed. The fastest way to achieve critical mass, as well as wide-spread commitment to the change, is through whole system involvement in the process. These interventions are key acceleration strategies for every phase of the change process, allowing major pieces of work to be accomplished in much shorter time. Becoming a conscious change leader requires you to pursue your own learning and transformation— transforming your mindset, altering your behaviors, and evolving your leadership or consulting style and approaches. This is without question the most comprehensive approach for leaders who are serious about making change a strategic discipline.
This is a must read from two consummate thought leaders who have devoted their careers to developing highly successful change leaders. Beyond Change Management is an extraordinary book examining the shifts in change management that have occurred over the years. Dean Anderson and Linda Ackerman Anderson get to the heart of change, the human touch, by using timeless techniques and tools. The Change Leader’s Roadmap allows us to lead change with precision and minimal outside consulting, while at the same time growing change leadership capability internally. The book describes the change process in nine distinct phases and outlines the activities and tasks that need to occur in each phase. The Change Leader’s Roadmap breeds confidence in senior executive “Champions” to guide not just a successful transformational change, but most importantly, to develop the mission critical organizational CULTURE that will ensure unparalleled return on investment. The book provides conceptually grounded, real world, time tested tools and guidance that will prove invaluable to those faced with navigating the challenges of leading organizational change in today's turbulent times.
This interactive course introduces these six key dimensions through an easy-to-remember framework a€“ the Action Wheel Learning methodology. Risk management should address issues that could endanger achievement of critical objectives. We are facing business failures, everyday business and government scandals, mandated structural changes in our core institutions, and an "unusually uncertain" economy for some time to come. His exceptional analytical skills are used in reviewing the results of the assessments taken. She collaborated with Bob on the writing and editing of many of the leadership materials presently offered by the AWL Group and is webmaster of our website. His extensive business and technology experience and skills were gained at Sperry Univac, Control Data, and as President of his own consulting groups, PEAK Solutions and Knowledge Management, Inc. He has successfully applied the Action Wheel problem-solving methodology to organizations in the US, Australia, and South Africa. In that role he has assisted non-profits nationwide in building staff and volunteer organizations that have successfully raised excess of 150 million dollars. Thomas and is known for being an innovative thinker and problem solver who creates better systems and procedures. Not being able to see all of the signals and forces at play in your chaotic environment would make the journey impossible. That was all well and good when their destinations were clear and the roads were open and well marked.
In addition to helping overcome resistance, change management improved leaders’ communication plans and specified training programs for employees, further assisting leaders to reduce their people problems. In short, change management came into being because executives became more cognizant of the human and process challenges of change, and requested help with them. However, leaders and the field of change management have not gone far enough, especially for today’s “Los Angeles freeway” reality of change.
How can executives or consultants expect to succeed in the transformational journey if their guidance systems don’t allow them to see or understand the variables they face along the way?
Without having a clear goal to manage to, leaders are forced to proceed into the unknown, dependent on broader sources of information and support to formulate a new future and put it into place.
Leaders and employees alike must transform their mindsets, behavior, and ways of working together.
Change leadership strategies that accommodate the realities of transformation are required.
In transformation, however, leaders cannot hand off the creation of their transformational change strategy. Until change management, executives focused solely on the content of change, which is still by far the most familiar and comfortable of the components of change strategy. However, these three strategies keep executive attention at the surface, exterior level—on peoples’ behaviors, skills, and actions. Unfortunately, when implementation is brought in as an afterthought, it is invariably fraught with serious people problems created by neglecting the earlier phases of the change process. The worldview of the Emerging Mindset, however, understands the different types of change, and recognizes transformation as a self-organizing, continuous process that can best be facilitated through positive interaction with the human and organizational dynamics at play. Reactive leaders operate on autopilot, simply doing what they have always done as if the transformation playing field is the same as the “running the business” playing field. Through reflection on the content and impact of their own mindsets on leading change, they can move beyond their old “Industrial” habits and lead by the principles of the Emerging Mindset. Conscious leaders, however, proactively lead their organizations through these complexities successfully, thus avoiding the fallout.
The most common question we hear when speaking or training leaders and consultants about conscious change leadership is, “How do I get the executives to look in the mirror at themselves and see that it is how they are thinking, behaving, and leading that is standing in the way of the organization’s future success?” There is no pat answer to this dilemma. He also saw that his “defense” strategy was to “stay alive” as a company, rather than to abundantly thrive.


Once leaders have begun to change themselves, they can then model and sponsor this depth of personal work effectively across their organizations. Therefore, change strategy must overtly address culture change, as driven by the needs of the new business. One of the most powerful culture change strategies is wide-scale personal change to reinvent the mindset and cultural norms for the organization’s success.
Otherwise, if they are constantly worrying about the unknown, in fear of not having a guaranteed outcome by a certain date, or always battling the natural chaos of the process, they will never be in a position toconsciously lead the transformation. Hopefully, it will become reachable before you fall, but only if you craft a change strategy that enables that possibility. For instance, leaders must encourage feedback, new information, and two-way communication as well as make it clear where to send this information and how it will be used to influence either the outcome or the change process.
It means expanding your thinking about process and your repertoire for designing and facilitating the complexities of transformation. Beyond Change Management is an intelligent book by two of the most knowledgeable and accomplished masters of their craft, and it’s one that every conscious change leader should adopt as their guide to creating more meaningful organizations. This book offers real, practical solutions for change practitioners to become extraordinary conscious change leaders. Study it thoroughly, because the thinking, process approach and pragmatic tools really work!
You will explore how the Action Wheel integrates the six dimensions simply and intuitively into your personal and professional life, giving you a fresh leadership perspective.
What you can do is learn the leadership skills that allow you to deal with these difficult people and approach your work with more enjoyment and satisfaction.
This interactive workshop includes engaging exercises designed to help you understand and apply EQ skills in your daily life. You will understand disconnects that change can bring about, discuss the change process, and learn a framework for successfully implementing change. Judie offers client support, marketing and collaboration with AWL partners on development of products and services. Eventually, when executives began to feel the sting of not being able to get their organizations to reach their predetermined targets, they began to recognize that success required attention to things they previously had not seen, understood, or valued as important. There are still too many “change accidents” occurring, and too much unnecessary “road rage.” There are still too many blinders impairing leaders’ views of how to navigate change.
Because the future state is not clear at the beginning, the process for getting there cannot be clear either. The Emerging Mindset understands transformation as being primarily driven by shifts in human consciousness. They primarily pay attention to the external world, never recognizing the need to test if their habitual internal assumptions and change strategies are still effective.
They see the people and process dynamics at play in the organization because they look for them, knowing they are key to leading the change. However, leaders wake up most readily when they see tangible evidence of how their own mindsets have effected their organizations, their change efforts, and their lives. In the case above, the CEO provided the breakthrough program for his top 1200 leaders, and sponsored a visioning conference for his top 300 leaders, a first in their history. This strategy, used in the utility mentioned previously, requires competency in the third cornerstone of change leadership. The roadmap helps leaders get to their destination, but they must determine the actual path they travel based on the terrain they encounter.
In traditional organizations, leaders keep shifts in their previously communicated plans under wraps. The more we look inwards and consciously check ourselves as executives the better our organization’s will be. This workshop will provide you with assessment tools, methodology, and proven strategies to confidently work with your difficult co-workers. Maybe, if you were on a straight highway with no cars or obstacles, you might drive some distance with only minor mishaps. These new insights broadened their view of what was necessary to lead change, and gave rise to the field of change management.
It is time for leaders and consultants alike to take the blinders off, to become fully awake at the wheel, and move beyond change management. People must certainly change what they do in transformation, but more importantly, they must change the way they think.
Because of the huge impacts on the business, the complex people issues, and the multitude of interdependent change initiatives, the executives themselves must be involved in putting it all together.
They don’t go far enough to do what is required in transformational change, which demands that people change their deep interiors—their mindsets and ways of being and relating. At this point, however, let us summarize with the key point that executives must create a change strategy that is fit for the people and process requirements of transformation. This worldview contains the very blinders that prevent leaders from seeing the dynamics of transformation.
Shifts of consciousness in today’s businesses are reflected in the moves to e-business, globalization, customer-focused product design, and enterprise-wide software that dismantles hierarchical communications and decision-making. They simply see what they have always seen about change out in the organization, with no self-reflection.
These leaders intentionally strive to increase their own conscious awareness about how the organization and its people are changing, including themselves. Consultants can support them to discover the actual impact, both positive and negative, that their own mindsets are having on their organizations’ change results. To model his personal changes, he opened the event by inviting everyone’s creative input towards shaping the future of the business, no holds barred.
Since nobody really knows what will turn out to be the best business solution early in the process, leaders must invite the intelligence of the organization to envision, create, test, and innovate until the best future becomes apparent—emerges—and can be put into place and evolved. In the consciously led organization, leaders publicly invite them as contributing to the rapid discovery of the best outcome. And, as you do your own individual work, you will not only benefit personally, but become a model for everyone you seek to influence. Identify the Risks: as a group, list the things that might inhibit your ability to meet your objectives.
But driving freeways is a constantly changing experience—fast-paced, unpredictable, and uncontrollable, much like leading transformational change.
Leaders and consultants both need to understand and embrace the next evolution in the field— change leadership. The strategy for the change must focus on how to accomplish this level of personal change across the organization, leaders included. When leaders don’t understand the type and scope of change their business strategy requires, they cannot create appropriate change strategy, and consistently fail to get their business results.
In contrast, we propose the incorporation of a new leadership mindset, the Emerging Mindset, which is necessary for transformational change.
Their Industrial “blinders” and lack of introspection cause them to remain “unconscious” of the real people and process requirements of transformation, or adamant about their lack of importance or validity.
With minds open and eyes sharp, they can effectively navigate the complex freeway of transformation. We believe that through this conscious approach to transformation, you can create the conditions for discovering the future and ways of being that our organizations and society need to thrive. You can even look at the things that would actually enhance your ability to meet those objectives eg. Knowing which type of change is required is the first step in creating the right change strategy.
When people choose to change themselves from the inside out, their changes are real and lasting, and resistance is minimal. Identify the Controls: identify all the things (Controls) that you have in place that are aimed at reducing the Likelihood of your risks from happening in the first place and, if they do happen, what you have in place to reduce their impact (Consequence) eg.
Establish your Likelihood and Consequence Descriptors, remembering that these depend upon the context of your analysis ie.
Because these are more generic in terminology though, you might find thatA your companyA  Risk Rating Descriptors are applicable.A 6.
Add other Controls: generally speaking, any risk that is rated as High or Extreme should have additional controls applied to it in order to reduce it to an acceptable level.
What the appropriate additional controls might be, whether they can be afforded, what priority might be placed on them etc etc is something for the group to determine in consultation with the Head of the work unit who, ideally, should be a member of the group doing the analysis in the first place.A 7. Make a Decision: once the above process is complete, if there are still some risks that are rated as High or Extreme, a decision has to be made as to whether the activity will go ahead. There will be occasions when the risks are higher than preferred but there may be nothing more that can be done to mitigate that risk ie.



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