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When people are asked to implement tangible change but their hearts and minds are not engaged, they take whatever action is required of them, but they do not motivate to offer loyalty, support, and special efforts. Consequently, the change itself often fizzles and gives way to anxiety and frustration. And if the organization’s own employees do not adapt to the new situation, how can the organization survive and thrive in a rapidly changing world?

The integration of the tangible and intangible dimensions of organizational success during times of strategic change is the key to positive results. Leaders, Coaches, and Talent Management professionals are in a unique position to become architects who help build tangible bottom line results by bringing the intangible dimension of heart and mind to business. The way to begin is by asking the question, “How can we tap into individual and team spirit to unleash new energy and contribute to individual, team, and organizational success?”

Based on my research and decades of practical experience working with teams, leaders, and coach practitioners, here are 10 guidelines I recommend for reigniting spirit and promoting success during the strategic change process.


  1. Deal with the intangible dimension of change as seriously as the tangible dimension.
  2. Speak not only to people’s heads but also their hearts.
  3. Involve employees in the design and execution of the change.
  4. Allow for the emotions, intuitions, and qualities of relationships to enter the technical design and implementation process.
  5. Align structures, technologies, and systems in a way that promotes human potential and engages people’s spirits.
  6. Create an environment for organizational learning and for talking honestly about the challenges and opportunities associated with organizational change.
  7. Implement mechanisms for cross-functional communication and interaction and just-in-time problem-solving.
  8. Acknowledge and trust people’s abilities to come up with realistic solutions to organizational problems related to the change initiative.
  9. Maintain a constancy of purpose and sense of urgency.
  10. Keep a pulse on the emotional climate of the organization before, during, and after the change period.


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