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.Connect with Brett Clay
Posts by Author Brett Clay
Change Leadership Secret – 93 – Maintain Positive Momentum
Change Leadership — Secret # 93 Maintain Positive Momentum A word once let out of the cage cannot be whistled back again. —Horace (1st century B.C.) What I Need to Know One of the most powerful “forces” acting on a change initiative is the force of momentum. Momentum is technically not a force. But it […]
Change Leadership Secret – 92– Where There Is Change, There Is Conflict
Change Leadership — Secret # 92 Where There Is Change, There Is Conflict A diamond is a chunk of coal that made good under pressure. —Anonymous What I Need to Know Business is war. Or at least, there are those who think it is. As a change agent, you are often at the front line […]
Change Leadership Secret – 91– Leverage Critics
Change Leadership — Secret # 91 Leverage Critics Any jackass can kick down a barn, but it takes a good carpenter to build one. —Lyndon B. Johnson What I Need to Know If there is a risk of enthusiastic clients over-estimating what is achievable, there is an even bigger risk that there will be a […]
Change Leadership Secret – 90 – Version 1.0 Is Junk
Change Leadership — Secret # 90 Version 1.0 Is Junk Aim for success, not perfection. Never give up your right to be wrong, because then you will lose your ability to learn new things and move forward with your life. —David M. Burns What I Need to Know Let’s face it. Version 1.0 is a […]
Change Leadership Secret – 89 – Plan Ahead, But Deliver Version 1.0
Change Leadership — Secret # 89 Plan Ahead, But Deliver Version 1.0 Everything should be made as simple as possible, but not simpler. —Albert Einstein What I Need to Know People seem always to have “champagne tastes and beer budgets.” They always want more than they are prepared to pay for. That’s why we need […]
Change Leadership Secret – 88 – There’s No Free Lunch
Change Leadership — Secret # 88 There’s No Free Lunch Those who plow the sea do not carry the winds in their hands. —Publilius Syrus What I Need to Know Nobel Prize–winning economist Milton Friedman is associated with the famous phrase, “There is no such thing as a free lunch.” Even if the lunch is […]
Change Leadership Secret – 87 – Develop Your Change Team
Change Leadership — Secret # 87 Develop Your Change Team It is amazing what you can accomplish if you do not care who gets the credit. —Harry S. Truman What I Need to Know In traditional solution-oriented selling, there is the concept of a sponsor. The sponsor is someone who believes your solution is the […]
Change Leadership Secret – 86 – Always Have Options
Change Leadership — Secret # 86 Always Have Options On the human chessboard, all moves are possible. —Miriam Schiff What I Need to Know If you are committed solely to one course of action, you will eventually perish. Even the smallest pebble will trip you up. For example, modern automobiles have rubber tires and shock […]
Change Leadership Secret – 85 – Perseverance Wins
Change Leadership — Secret # 85 Perseverance Wins Great works are performed not by strength but by perseverance. —Samuel Johnson What I Need to Know All the biggest achievements of mankind have required perseverance that extended over decades. The Panama Canal, which lifts large freight-carrying boats over forty-eight miles of land between the Pacific and […]
Change Leadership Secret – 84 – Two Roots of Evil & Failure
Change Leadership — Secret # 84 Two Roots of Evil & Failure Communicate, communicate, and then communicate some more. —Bob Nelson What I Need to Know In the manufacturing and engineering worlds when something goes wrong, people try to understand why, so it can be fixed. The goal is to start with the symptom of […]
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