Check out our article in the Globe and Mail's Report on Business Magazine

The Globe and Mail's Report on Business Magazine publishes the best in long-form business stories in Canada. 

Report on Business, February 2020

Featured in this issue:

Don't Manage Change, Enable It with Krista Schaber-Chan

 

The economy is changing at an unprecedented pace, driven by new technologies, innovations and ideas — all of which are forcing employers and their employees to quickly and constantly adapt. Change is so rapid, in fact, that trying to manage it is now considered the wrong approach, says Krista Schaber-Chan, managing partner at Harbinger SCR Inc., a Toronto-based consulting firm specializing in business transformation. “I think 20 years ago the notion of managing change made sense but in today’s day and age, where change is happening all of the time, we don’t necessarily want to or can manage it,” she says.

 

Instead, Ms. Schaber-Chan believes organizations need to see change as ongoing, embrace it and enable it by creating space for the growth and opportunities it can bring. “When I work with clients, I want to enable them to go through the change as oppose to managing it like it’s something that’s happening to you,” Ms. Schaber-Chan says. “No matter what the change is or when it comes, they need to be ready for it.”

Read our articles in the

Canadian Institute of Management (CIM)’s 2019 and 2020 Issues.

CIM is a leading professional association in support of Canada’s Chartered Managers through certification, accreditation and professional development.

Toronto Manager, Spring 2020

Featured in this issue:

Why Powerful Leaders Use Storytelling by Rachelle Su, Marketing & Communications Coordinator / Associate Consultant

There’s been plenty of times where organizations decide to make a change and end up leaving employees feeling left outside the loop. Sometimes, the new change just isn’t compelling enough for those outside of decision making for it to fully reach its’ potential. So how do leaders overcome these challenges and get employees to trust and support their organization during the change process? Storytelling, one of the most influential tools used by change leaders, communications professionals and other leaders to help employees visualize the forthcoming change and understand their role within it.

Toronto Manager, Winter 2019

Featured in this issue:

Why Powerful Leaders Use Storytelling by Rachelle Su, Marketing & Communications Coordinator / Associate Consultant

There’s been plenty of times where organizations decide to make a change and end up leaving employees feeling left outside the loop. Sometimes, the new change just isn’t compelling enough for those outside of decision making for it to fully reach its’ potential. So how do leaders overcome these challenges and get employees to trust and support their organization during the change process? Storytelling, one of the most influential tools used by change leaders, communications professionals and other leaders to help employees visualize the forthcoming change and understand their role within it.

Toronto Manager, Fall 2019

Featured in this issue:

Change Management is Dead – Long Live Change Enablement by Krista Schaber-Chan, Managing Partner

Over the years Change Management has become a standard phrase within organizations. Most leaders recognize that they need it and some are even willing to invest substantially in it. But like all things that become trendy or mainstream, it is time to reassess what Change Management is and how it is serving the needs of organizations and the individuals in those organizations. Essentially, Change Management is dead – yes, you read that right. Change Management is dead, or at least in the traditional sense.

Identifying and Cultivating Informal Change Leaders by Greg Roth, Managing Partner

Change champions are individuals who have the power to influence their peers often without formal authority and are also the people who truly believe in the change itself. They can vouch for the change from within their own networks and move progress along much faster, despite having no formal obligation to do so. It’s important to identify and explore informal change leaders because they can have a very significant impact on the success of your change and the ultimate result of whether your initiative will stick around for the long term.