Sometimes it's best to walk away by Keith Ferrazi

We've all experienced times when we've met people who made us feel so unwelcome that we had to struggle to avoid telling them off. And we chose to endure the pain until the interaction was over. Well, I think it's time to turn the tables. My advice: Just walk away.

Walking away spares us the embarrassment and misery those people make us feel, and it puts the onus on them to realize their mistakes and possibly mend the new relationship.

Click here to read my new column at Inc.com about how I recently had to do this at a conference and how it ended up turning the negative situation into a positive.

Warmest,

Keith Ferrazzi

The Change Model by Adao Institute for Change

The Change Model

Change has become an integral part of our world and our marketplace. Managing that change is one of the most challenging tasks facing leaders and managers today. Anyone who has taken responsibility for steering a major change initiative knows that simply controlling the movement and allocation of resources without considering the impact on the people guarantees heightened resistance. It is human nature to resist change of any kind because of the discomfort it creates. When people are simply told and controlled throughout the change process, their resistance will be powerful.

At the Adao Institute for Change, the discipline of Human Change Management does not stand alone. Our model ties in the power of purposeful, continuing feedback and iterative improvement which has been the backbone of continuous productivity and quality improvement since the 1950s.

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This fundamental Plan, Do, Check, Change™ process is further fuelled by a vibrant nucleus of Core Skills that instil the collaboration, adaptability, and resilience needed to excel in an environment of change.

These three aspects in combination create the Change Model as defined by the Adao Institute for Change.

1. A central core of critical skills
   • Human Dynamics
   • Communication
   • Problem Solving
2. Supported by a process of continuous improvement
   • Plan, Do, Check, Change™
3. Augmented by a comprehensive Human Change Management process for navigating more complex change initiatives.
   • Awareness
   • Acceptance
   • Adoption
   • Acknowledgement
   • Assimilation