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The Truth About Transformation Revised and Expanded – Leading in the Age of AI, Uncertainty, and Human Complexity

When I published the first edition of “The Truth About Transformation” in 2022, organizational transformations were already failing at a stubborn 70% rate that had persisted for decades despite increasingly sophisticated technology, better project management methodologies, and unprecedented access to change management frameworks. The premise of that book was simple but uncomfortable: transformation failures aren’t primarily technology problems or strategy problems; they’re human psychology problems that organizations systematically ignore because addressing them requires confronting realities that make leaders uncomfortable. Three…

When Your Expertise Becomes Obsolete – Navigating Professional Identity Crisis in the Age of Constant Change and Transformation

When Your Expertise Becomes Obsolete Navigating Professional Identity Crisis in the Age of Constant Change and Transformation Issue 239, November 21, 2025 A senior radiologist with thirty years of experience recently shared something that haunts many professionals: “I spent twenty years learning to see what others miss in diagnostic imaging. Six months later, the algorithm outperforms every human radiologist in the department.” AI hadn’t replaced her job entirely. But her professional identity was formed around her expertise. That expertise came…

The Authenticity Paradox in Transformation Leadership

The Authenticity Paradox in Change and Transformation Leadership Why Being “Authentic” During Organizational Change Can Sometimes Be the Most Inauthentic Thing a Leader Can Do, and What Psychological Adaptability Actually Requires The Leadership Dilemma Nobody Talks About Every eader faces the same impossible question: Should I share my doubts about this change initiative, or project confidence I don’t entirely feel? Conventional leadership wisdom says “be authentic.” Research on psychological safety emphasizes transparency. Your executive coach probably tells you to “bring…

The Resistance You Can’t See – Identifying and Redirecting 12 Hidden Types

The Resistance You Can’t See Identifying and Redirecting 12 Hidden Types Issue 238, November 13, 2025 Last month, a COO discovered her most enthusiastic champion was simultaneously running a shadow project to prove the old way still worked. He wasn’t lying when he supported the change. He genuinely believed in both futures at once, hedging his bets on which would win. This is what we call positive resistance, and it’s one of the most dangerous forms of opposition your efforts…

The Grief You Can’t Name – How Change and Transformation Influence You

The Grief You Can’t Name How Change and Transformation Influence You Issue 237, November 6, 2025 “This process, these checks, they’re not just procedures. They’re who we are. Without them, what are we?” A quality control inspector at an organization said this during the implementation of AI-powered quality systems. His voice wasn’t defensive. It was vulnerable. He wasn’t arguing against efficiency. He was mourning an identity. This is what most change and transformation leaders miss. When organizations ask people to…

Convenient Lies vs Inconvenient Truths: Why We Choose Fantasy Over Math

Convenient Lies vs Inconvenient Truths: Why We Choose Fantasy Over Math Issue 236, October 30, 2025 As we anticipate the end of a challenging year, we feel compelled to face up to some inconvenient truths that make us uncomfortable. We know that when we look “under the hood,” things don’t always look good. AI is buffering the market and making it look better than it is. Job creation is down, profits are up principally from price increases, and inflation remains…

Why Smart People Make Bad Decisions: The Psychology of Bias in Leadership

Why Smart People Make Bad Decisions: The Psychology of Bias in Leadership Issue 235, October 23, 2025 We have been documenting why smart people make bad decisions for several years. We thought we’d see random failure patterns across different types of leaders. But what emerged was much more systematic. The same cognitive traps keep appearing regardless of industry, education level, or experience. It’s almost like intelligent leaders create their own blind spots. Note: Related to this article, we have launched…

The Nostalgia Trap: How Faulty Memories Destroy Change and Transformation Initiatives

The Nostalgia Trap: How Faulty Memories Destroy Change and Transformation Initiatives Issue 234, October 16, 2025 Think about the last system, process, or tool your organization replaced. Now, be honest—how long did people complain that “the old way was better?” A week? A month? Are they still saying it? In this issue, we are exploring why your brain lies to you about the past, how nostalgia becomes the silent killer of change and transformation initiatives, and what happens when entire…

Change vs. Transition: Why Leaders Manage the Wrong Thing

Change vs. Transition: Why Leaders Manage the Wrong Thing The critical distinction that separates transformation success from failure—and why most leaders focus on the easy part Assess Transition Readiness The Fundamental Misunderstanding Killing Transformations Most leaders think change and transition are the same thing. They’re not. Change is external and situational—new systems, processes, organizational structures. Transition is internal and psychological—the mental and emotional journey people take to accept and internalize change. You can mandate change overnight, but transition takes months…

The Hidden Psychology of Resistance: 12 Types Leaders Never See Coming

The Hidden Psychology of Resistance: 12 Types Leaders Never See Coming Why the most dangerous resistance is invisible, well-intentioned, and supported by your best people Assess Your Readiness The Resistance You Can’t See Is Killing Your Transformation Most leaders think they can spot resistance: the vocal critics, the deliberate non-adopters, the openly skeptical. But the resistance that actually destroys transformations is invisible, well-intentioned, and often comes from your most dedicated employees. These hidden forms of psychological resistance operate below conscious…

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