Leadership of Change® - Change Management Quotes

Change management and the Leadership of Change® are a challenge for every organisation. It’s important that everyone involved approaches organisational changes with a growth mindset, learning from previous change, aligning the leadership team, using structures approaches and focusing on employee adoption to achieve benefits realisation and suitability.

 

Quotes on change management are useful to help motivation, inspiration and create success in implementing organisation change. Please enjoy reading our favourite quotes about change:

Change

"Nothing remains the same and at some point in time, everything changes" ~ Peter F Gallagher

 

The change question set all leaders should be able to answer:

“Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?” ~ Peter F Gallagher

Change Leadership

“Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change” ~ Peter F Gallagher QC39-AMI-2

"Change leadership is the aptitude to develop and articulate a vision that will inspire the organisation to the new future” ~ Peter F Gallagher QC21-A-AMI

“The organisation will adopt change when leaders show and model the new way” ~ Peter F Gallagher QC22-M-AMI

"Without intervention from leaders, the change will not be adopted or sustained" ~ Peter F Gallagher QC23-I-AMI

"The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate 4IR” ~ Peter F Gallagher

 

"Change Waits for No Leader" ~ Peter F Gallagher

"Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership" ~ Peter F Gallagher

“Some organisational leaders see their role in a major improvement and change as starting with signing the finance approval and finishing with sending the briefing e-mail with an attached PowerPoint presentation. A while later they wonder where it all went wrong when there is no ROI” ~ Peter Gallagher

"Change Leadership is action, not a position" ~ Peter F Gallagher

“Constructive feedback is leadership gift and driver of organisational behavioural change” ~ Peter F Gallagher

“Organisations are in a constant state of change. With this comes the challenge of balancing the leadership paradox: change implementation versus delivering day-to-day operations” ~ Peter F Gallagher

“Fixed mindset leaders will quickly contaminate an organisation by killing growth and creativity, as well as promoting incompetence based on their likeness. This cycle will be replicated unless shareholders intervene ruthlessly” ~ Peter F Gallagher

“Change leadership requires a different set of skills than leading normal day-to-day operations, this capability must be developed before leading organisational change” ~ Peter F Gallagher

"Change leadership is about being a proactive growth mindset employee who has the knowledge, skills and ability to successfully transition an organisation from the current state ‘a’ to the future ‘B’ state, ensuring adoption and benefits realisation. This transition involves planning the change, executing the change so that the organisation and its employees sustain the change or transformation" ~ Peter F Gallagher

“Life is all about 'Continuous Never Ending Change and Improvement' (CNECI) as we grow, develop and regenerate” ~ Peter F Gallagher QC6-CNECI


“I know of no shortcut to success, a foundation of hard work, learning from mistakes, then growing, developing and regenerating”

~ Peter F Gallagher QC17-Success

“When the leaders of change ignore a negative behaviour, they set a new standard” ~ Peter F Gallagher

Strategy

“Unless the change initiative is continually aligned to the organisation’s strategy it will not deliver benefits or value to the organisation” ~ Peter F Gallagher

“While change and transformation programmes focus on strategy execution to improve organisation performance, shareholders at a minimum expect benefits delivery” ~ Peter F Gallagher

“Organisations invest enormous amounts of financial capital, resources and effort on critical strategic change programmes. However, when it comes to transferring ownership to operations, it is at best a superficial process with little or no hope of the change being sustained” ~ Peter F Gallagher

Resistance

“Nothing negatively impacts organisation performance quicker than employees who resists change and who believes that the way they work today is the way they will work tomorrow” ~ Peter F Gallagher

“Even if a change is good for the organisation, some employees will resist, thus a resistance strategy should be planned” ~ Peter F Gallagher

"When facing strong change resistance, always remember the tide turns at its lowest point" ~ Peter F Gallagher

"Change resistance is inevitable, ignore it at your peril" ~ Peter F Gallagher

"Change leaders be aware, there will always be resistance" ~ Peter F Gallagher

"There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance" ~ Peter F Gallagher

Trust and Respect

"Without trust you will not change people" ~ Peter F Gallagher

"Without trust you will not change the employees or the organisation" ~ Peter F Gallagher

"We are all cosmopolitan, what we are born into is an accident of birth, respect for difference, growth and learning is who we are" ~ Peter F Gallagher

 

Change History

“If an organisation has a history of change failure, future success will require a different approach” ~ Peter F Gallagher

“To achieve future organisational change management success, analyse previous change history to mitigate previous weakness and enhance future success” ~ Peter F Gallagher

 

Communication

“When I find business problems I find communication failure, when I find communication failure I find business problems” ~ Peter F Gallagher

“Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders” ~ Peter F Gallagher

 

Employee Change Adoption

"For change adoption to be successful, support the employees through the change transition by providing awareness, understanding, involvement, learning, and motivation to achieve sustainable change and benefit realisation” ~ Peter F Gallagher QC61-AUILM-1

"Achieve employee change adoption through: Awareness, Understanding, Involvement, Learning and Motivation” ~ Peter F Gallagher QC62-AUILM-2

"Creating employee change awareness must start on day one, otherwise information gaps will cause fear, resistance will start to build that may not be reversible and hindering adoption" ~ Peter F Gallagher QC63-AUILM-A

 

“An early major change adoption challenge for the organisation is making sure the employee understands the business reason for change as well as how it impacts them" ~ Peter F Gallagher QC64-AUILM-U

"Employees who are involved in the change design find it difficult to reject its implementation and become your major change agents ensuring improved user adoption" ~ Peter F Gallagher QC65-AUILM-I

"While adopting change it is important to learn the new skills, but sometimes the new behaviours are critical" ~ Peter F Gallagher QC66-AUILM-L

"For the change to become normal operations, leadership need to support the employees so they have the motivation and discipline to sustain the new way of working" ~ Peter F Gallagher​ QC67-AUILM-M

“Organisational change adoption must be made easier than keeping the old ways” ~ Peter F Gallagher 68-AUILM-Easier

“An organisation is built on the three pillars of employees, processes and systems. Change adoption requires leadership focus on all three” ~ Peter F Gallagher 69-AUILM-EPSL

"The only thing necessary for the change adoption to fail are leaders and managers who do not intervene to reinforce change"~ Peter F Gallagher QC70-AUILMI-Fail

Workplace Change Management Behavioural Challenge

“To solve the employee behaviour problem, the organisation must recognise there is an issue. The new behaviours need to be redesigned, a resolution made to implement them, replicate them and reinforce the new way” ~ Peter F Gallagher QC81-a2B5R-1

"Change employee behaviour: Recognise, Redesign, Resolve, Replicate and Reinforce" ~ Peter F Gallagher QC82-a2B5R-2

"Getting employees to recognise their negative behaviour requires us to understand their goals, needs and motivation" ~ Peter F Gallagher QC83-a2B5R-1R

"Resolve is the foundation of change. The organisation and its employees must make a commitment to behaviour change and take personal ownership" ~ Peter F Gallagher QC84-a2B5R-2R

 

"If the old employee behaviours are problematic, then redesign new positive behaviours” ~ Peter F Gallagher QC85-a2B5R-3R

 

"The more we replicate the new behaviours, the more they will become the norm" ~ Peter F Gallagher QC86-a2B5R-4R

"Reinforcement is an effective change tool to encourage positive behaviours and discourage negative behaviours" ~ Peter F Gallagher QC87-a2B5R-5R

"If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour” ~ Peter F Gallagher QC88-a2B5R-Live-longer

“An organisation is built on the three pillars of employees, processes and systems. Behaviour change requires leadership focus on all three”
QC89-a2B5R-EPSL

"If you do not change employee behaviour, you will not get organisational change or performance improvement" ~ Peter F Gallagher QC90-a2B5R-No-Change

"An organisation is built on the three pillars of employees, processes and systems. Change adoption requires leadership focus on all three" ~ Peter F Gallagher QC91-a2B5R-Feedback

“If you do not change employee mindset and behaviour, you will not get organisational change” ~ Peter F Gallagher QC92-a2B5R-Mindset

“When the leaders of change ignore a negative behaviour, they set a new standard" ~ Peter F Gallagher QC93-a2B5R-Standard

“Future leaders emulate their leaders as they are perceived as successful. They replicate their behaviours but unfortunately these behaviours in many cases are counterproductive to a successful organisation" ~ Peter F Gallagher QC94-a2B5R-CounterP

“The workplace change management behavioural challenge, if is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour” ~ Peter F Gallagher

 

Narcissistic and Deluded Leaders

“Many leaders get to the top of an organisation with skills less associated to leadership, but more the ability to eliminate greater competition on the way” ~ Peter F Gallagher

 

“While delivering organisation change or improvement, one cannot be sure if the challenge is narcissistic and deluded leaders or the sheep that follow in abundance” ~ Peter F Gallagher

"Change agents who face narcissistic and deluded leaders are closer to their next role than the change success they are trying to implement" ~ Peter F Gallagher

"Too often the change team will engage a leader with success delusion, this look is obvious on their face when you enter their office. They think to themselves, ‘Who is this plebeian and dullard before me?" ~ Peter F Gallagher

"Who is this plebeian and dullard before me, do they not know how successful I am?" ~ Peter F Gallagher

“I have to admire narcissistic and deluded leaders who are able to walk over and greet a change agent without tripping on their ego” ~ Peter F Gallagher

"It always confounds me when a person in a leadership position meticulously analyses the consultant estimate that lists the improvements they would like to deliver to their organisation. If only they spent the same amount of time assessing their organisation's performance or their leadership, then there would be no need for the consultant" ~ Peter F Gallagher

“Deluded leaders and the ‘yes men and women’ that follow are barriers to successful organisational change" ~ Peter F Gallagher

"Future leaders emulate their leaders as they are perceived as successful. They replicate their behaviours but unfortunately these behaviours in many cases are counterproductive to a successful organisation" ~ Peter F Gallagher

“The micro facial expression of contempt when engaging leaders about preparing for their organisation's change is often the norm, matched only by their leadership of change knowledge” ~ Peter F Gallagher

“A typical response when starting a change journey and engaging organisational leaders, it is not us, it is the employees below me that have the problem with change and improvement” ~ Peter F Gallagher

 

Sponsorship

“Sponsorship is the single most important factor in change success” ~ Peter F Gallagher QC102-a2B3S-1

"Without effective and proactive sponsorship the change project will eventually fail, the change will not be adopted by the employees nor be sustained, and it will not deliver the intended benefits” ~ Peter F Gallagher QC102-a2B3S-2

"Organisational change sponsorship is about effectively and proactively communicating the change to the stakeholders, Say. Providing and developing competent resources, Support. Intervening, rewarding to embed the change, Sustain” ~ Peter F Gallagher QC103-a2B3S-3

"The change sponsor must effectively and proactively, 

Say: Communication the vision and the change, 

Support: Provide and develop competent resources,

Sustain: Intervene, reward and embed the change"

~ Peter F Gallagher QC104-a2B3S-4

“Say” ~ Peter F Gallagher QC105-a2B3S-5

“Support” ~ Peter F Gallagher QC106-a2B3S-6

“Sustain” ~ Peter F Gallagher QC107-a2B3S-7

"Trying to lead a change project without a sponsor is like trying to rest on a two legged stool, you can balance for a while but eventually you will fall over" ~ Peter F Gallagher QC102-a2B3S-8-Stool

a2B Change Management Framework®

“The a2B Change Management Framework® is a structured and disciplined programme approach, to support organisations, leadership teams, and employees going through a change” ~ Peter F Gallagher

Organisation Survival

“An organisation’s ability to survive is determined by its capability to implement incremental change or to transform” ~ Peter F Gallagher

"Sustaining and formally closing a change programme is not critical, if competitive advantage or survival is optional" ~ Peter F Gallagher

Change Agents

“Change Agents with organisation credibility, Change Management skills and the desire to improve an organisation can greatly enhance Change Adoption and Benefits Delivery" ~ Peter F Gallagher

“As change professionals, we are all students and organisations are the universities" ~ Peter F Gallagher


Change Failure

“From my experience, I see a high number of change initiatives fail, so why is it that change experts and leadership coaches continually praise organisations for their great efforts?” ~ Peter F Gallagher QC20

“Too many leaders try to install change into their organisation like how they would build flat-pack furniture. No plan is followed, some parts are left out and then they wonder why it does not work” ~ Peter F Gallagher

Leadership Paradox - Normal Day-to-Day Operations V Change

“Organisations are in a constant state of change. With this comes the challenge of balancing the leadership paradox: change implementation versus delivering day-to-day operations” ~ Peter F Gallagher

 

Benefits

“While change and transformation programmes focus on strategy execution to improve organisation performance, shareholders at a minimum expect benefits delivery” ~ Peter F Gallagher

“Organisations invest enormous amounts of financial capital, resources and effort on critical strategic change programmes. However, when it comes to transferring ownership to operations, it is at best a superficial process with little or no hope of the change being sustained” ~ Peter F Gallagher

"It never ceases to amaze me how often I have to remind change management professionals that the reason we are implementing the change is to achieve benefits realisation" ~ Peter F Gallagher

4IR and Change Disruption

“4IR offers two opportunities, change your business or crease” ~ Peter F Gallagher

"Change disruption is the order of the day, rapidly changing customer buying habits, access to new technology and social media accelerate the way organisations need to adapt to change to remain competitive or even survive" ~ Peter F Gallagher

Experiential Learning

"Discover the joy of experiential learning with the Leadership of Change" ~ Peter F Gallagher

Change Approach

“Change Approach: If it is about compliance, legislation or safety it will be a ‘Tell’. If it is about winning hearts and minds it will be a ‘Sell’” ~ Peter F Gallagher

Team Success

"There are few greater professional feelings than when you lead, develop, work with a cross functional team to successfully deliver a business improvement, project or change that improves organisational value" ~ Peter F Gallagher

"At the start of every engagement, I watch, I ask questions and listen, I collect information to feel and think where there can be change and improvement" ~ Peter F Gallagher

“The right employees are an organisations key asset and offer core competitive advantage. Treat them so and develop them, so they can aspire and with the right strategy and leadership you can become a global leader” ~ Peter F Gallagher

Business Improvement

"Business improvement projects are more likely to fail due to people and communication challenges rather than the application of business improvement tools or methodologies" ~ Peter F Gallagher

"Without team knowledge and subject mater expertise, there is no foundation to build the improvement" ~ Peter F Gallagher

Leadership of Change Admired People Quotes

"Difference is of the essence of humanity. Difference is an accident of birth and it should therefore never be the source of hatred or conflict. The answer to difference is to respect it. Therein lies a most fundamental principle of peace: respect for diversity" ~ John Hume

 

"The single biggest problem in communication is the illusion that it has taken place" ~ George Bernard Shaw

“Insanity is doing the same thing over and over again and expecting different results” ~ Albert Einstein/Unknown?

"The civil rights movement in the United States was about the same thing, about equality of treatment for all sections of the people, and that is precisely what our movement was about" ~ John Hume

"It always confounds me when a person in a leadership position meticulously analyses the consultant estimate that lists the improvements they want to deliver to their organisation. If only they spent the same amount of time assessing their organisation's performance or their leadership, then there would be no need for the consultant" ~ Peter F Gallagher

©2020 BY Peter F Gallagher