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 – 56 – Understand the Scales of Change
Change Leadership — Secret # 56 Understand the Scales of Change Action is a lack of balance. —James A. Baldwin What I Need to Know As we discussed in Section 3, Force Field Analysis, every force has an opposing force, which Lewin called a “restraining” force, or “resisting” force. Lewin said that a person is […]
Change Leadership Secret – 55 – Understand Effort
Change Leadership — Secret # 55 Understand Effort It isn’t the mountains ahead that wear you out. It’s the grain of sand in your shoe. —Anonymous What I Need to Know Power may be associated with many things, but in the Change Leadership Framework, power is a measure of effort. Physicists define power as the […]
Change Leadership Secret – 54 – Short Cuts = Short Circuits
Change Leadership — Secret # 54 Short Cuts = Short Circuits Patience is bitter, but its fruit is sweet. —Jean Jacques Rousseau What I Need to Know Have you ever short-circuited an electrical wire? When you short-circuit a wire, it either blows a fuse or starts a fire. Either way, the electricity goes out and […]
Change Leadership Secret – 53 – Don’t Blow A Gasket
Change Leadership — Secret # 53 Don’t Blow A Gasket The world belongs to the enthusiast who keeps cool. —William McFee What I Need to Know During the twentieth century, Norman Vincent Peale was considered one of the most influential evangelists of the power of a positive mental attitude. Taking a more scientific approach, Kurt […]
Change Leadership Secret – 52 – There Is No Magic
Change Leadership — Secret # 52 There Is No Magic Everyone prefers belief to the exercise of judgment. —Lucius Annaeus Seneca (1st century A.D) What I Need to Know This secret is a reminder to continually characterize the Jack-in-the-box and the various stakeholders’ change responses. Remember the stories of Harry Houdini, the famous magician and […]
Change Leadership Secret – 50 – Change Paths To Success
Change Leadership — Secret # 50 Change Paths To Success My great concern is not whether you have failed, but whether you are content with your failure. —Abraham Lincoln What I Need to Know How many successful football running backs put their heads down and run in a straight line? Successful running backs keep their […]
Change Leadership Secret – 49 – Choose Changes Wisely
Change Leadership — Secret # 49 Choose Changes Wisely To wish to progress is the largest part of progress. —Lucius Annaeus Seneca (1st century A.D.) What I Need to Know Once a person has coped with the forces in her life space and has either removed or is operating within the constraints of her cognitive […]
Change Leadership Secret – 48 – The Glory days Never Were
Change Leadership — Secret # 48 The Glory days Never Were No man can prove upon awakening that he is the man who he thinks went to sleep the night before, or that anything that he recollects is anything other than a convincing dream. —R. Buckminster Fuller What I Need to Know The rosy retrospection […]
Selling Change, by Brett Clay, Named Best Sales Book of 2012
“Selling Change, 101+ Secrets for Growing Sales by Leading Change,” by Brett Clay, was named the Best Sales Book of 2012 by the 2012 International Book Awards.
Change Leadership Secret – 45 – Marathons Are Aerobic
Change Leadership — Secret # 45 Marathons Are Aerobic Fill the unforgiving minute with sixty seconds’ worth of distance run. —Rudyard Kipling What I Need to Know There is a bias called the “sustainability bias,” whereby a person comes to believe that extreme performance can be sustained, rather than regressing to the normal, sustainable level. […]
Social