About Author Brett Clay

Brett Clay, Ph.D. is the author of “Selling Change,” named the best business book and best sales book of 2010, and is the CEO of Change Leadership Group, LLC, a firm that helps clients improve their leadership capabilities and business performance. A veteran of 25+ years as a high-technology executive, most recently with Microsoft Corporation, he is an award-winning author, executive coach, trainer, speaker, consultant, and business leader.

Posts by Author Brett Clay

Change Leadership Secret – 103 – Determine the Owner

Change Leadership — Secret # 103 Determine the Owner Leadership: the art of getting someone else to do something you want done because he wants to do it. —Dwight D. Eisenhower What I Need to Know Who owns the problem? Who has the need? If you have a child, you have probably said, “You need […]

Change Leadership Secret – 102 – People Must Learn on Their Own

Change Leadership — Secret # 102 People Must Learn on Their Own The real voyage of discovery consists not in seeking new landscapes, but in having new eyes. —Marcel Proust What I Need to Know Do you wish your kids would listen to you? Why is it that when you say, “Don’t touch the burner, […]

Change Leadership Secret – 101 – Don’t Skip Steps

Change Leadership — Secret # 101 Don’t Skip Steps It is easier to do a job right than to explain why you didn’t. —Martin Van Buren What I Need to Know Wouldn’t it be nice if you could just skip to the end? It would be nice, when you are in a boring departmental meeting, […]

Change Leadership Secret – 100 – Building Value Takes Time

Change Leadership — Secret # 100 Building Value Takes Time He that can have patience can have what he will. —Benjamin Franklin What I Need to Know Would you like customers to go ahead and place the order today, rather than next week, next quarter, or next year? Do you wish you were a bulldog […]

Change Leadership Secret – 99 – Pour the Concrete

Change Leadership — Secret # 99 Pour the Concrete Nothing will work unless you do. —Maya Angelou What I Need to Know After the change is completed, the new situation starts to become the status quo. Roots start to sprout and people start to become entrenched, again. But often there are forces pulling the change […]

Change Leadership Secret – 98 – Make the Change

Change Leadership — Secret # 98 Make the Change Many of life’s failures are people who did not realize how close they were to success when they gave up. —Thomas Edison What I Need to Know The third stage of change actuation is actually making the change. This stage is accompanied by the following processes. […]

Change Leadership Secret – 97 – Unfreeze the Status Quo

Change Leadership — Secret # 97 Unfreeze the Status Quo The time is always right to do what is right. —Martin Luther King, Jr. What I Need to Know The second stage of the change process is to unfreeze the current state. Dying The person must let his dream and desire to keep forever the […]

Change Leadership Secret – 96 – Recognize the Status Quo

Change Leadership — Secret # 96 Recognize the Status Quo Choose always the way that seems best, however rough it may be; custom will soon render it easy and agreeable. —Pythagoras What I Need to Know According to the Tannenbaum & Hanna model, the change process begins with the current state—the way things are now—the […]

Change Leadership Secret – 95 – Drive Change Awareness

Change Leadership — Secret # 95 Drive Change Awareness The first step toward change is awareness. —Nathaniel Branden What I Need to Know Change actuation begins with awareness. In Forceful Selling, I described five stages of change awareness: 1. Unrecognized. Either the person or organization has not recognized the need for a change, or is […]

Change Leadership Secret – 94 – Be the Skeptic Who Always Believes

Change Leadership — Secret # 94 Be the Skeptic Who Always Believes The clearest sign of wisdom is continued cheerfulness. —Michel Eyquem de Montaigne What I Need to Know In assessing and convincing stakeholders what is achievable, the change agent needs almost to have two personalities. One personality should be the promoter who inspires everyone […]

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