Linda D. Henman, Author, The Magnetic Boss: How to Become the Leader no one wants to leave, has more than 25 years experience working with organizations of all sizes to turn things around by getting the right people in the right place doing the right thing. Linda is an organizational consultant based in St. Louis.
In today’s world, only those who can take a risk and overcome adversity can successfully navigate change. However, people often resist unexpected or unwelcome changes and need to learn the skills that will help them turn challenges into opportunities; it doesn’t happen automatically. Community and business leaders need to understand the powerful roles strategic thinking, teamwork, and creative problem solving play in helping us bounce back from the hardships that unwelcome change often bring.
Companies and communities need leaders to be change agents who will plan direction, overcome resistance, and give others the help they need to adjust to the change or to implement the change initiatives. Only then can these leaders enhance motivation and increase productivity by helping individuals champion change that supports a shared vision.
Serious about humor, Dr. Linda Henman draws from her original research on the Vietnam Prisoners of War to help leaders understand how to stay resilient and productive themselves as they help others navigate the unfamiliar waters of change.
- Understand the nature of change.
- Plan the direction it will take.
- Overcome resistance to it.
- Find innovative solutions to complex problems.
- Understand how to keep our perspective, even during change or adversity.
- Find ways to develop cohesion and a supportive social fabric in your life.
- Discover the value of creative problem solving and flexibility.
- Master the challenges of change through empowerment of self and others.
- Drive strategies by helping yourself and others see threats as opportunities.
- Retain top performers by knowing how to respond to their needs.
- Use humor to help yourself and others think more creatively.
- Discourage negativism and keep productivity high when people are in transition.
- React more quickly to internal and external demands.
Laboratory
for Community
and Economic
Development
| College
of Agricultural,
Consumer
and Environmental
Sciences
University
of Illinois
Extension
| University
of Illinois
at Urbana-Champaign