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Gwen@GwenKinsey.com / 605-212-8462

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  • Organizational Performance: Mining Generational Differences

    Imagine yourself in this scenario: You are blindfolded and led into the center of a large, well lit room. You are placed in a three sided stall and locked in place. Your blindfold is removed and replaced with blinders that allow you to see what is directly in front of you but robs you of peripheral vision and the ability

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    Gwen Kinsey

  • Managing Culture Change is Heavy Lifting

    Management 101:common sense dictates that leaders model the right values. Managing culture change is heavy lifting made even more difficult when leaders aren’t actively modeling transformational behavior and innovative thinking. If you search the phrase “leaders modeling values”, you get MILLIONs of hits. This well researched, foundational concept is pervasive in business publications, leadership literature and coursework…so why don’t more leaders have

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    Gwen Kinsey

  • Transformational Leadership Style: Wear Some New Hats

    Complex solutions and innovation depend on disparate factors and cooperation from competing camps. That’s not an easy tension to balance. Especially when organizations tie their value to being experts in efficiency–in a reductionist context. We LOVE reducing things to their simplest essence.  Reductionism is more manageable for command and control styles of leadership. A transformational leadership style benefits from assuming new leadership hats

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    Gwen Kinsey

  • Raising the Bar on Organizational Change Management

    Change management strategy is often directed at improving operational efficiency. But what else is needed to keep up with constant disruptive change? Who we are and how we behave is being fundamentally changed by our tools and complexity in the environments we are living and working in. We talk about organizational change to effectively meet these new challenges… we also need to re-imagine

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    Gwen Kinsey

  • Why Change Management Strategies Fail

    You were looking forward to a better future. Your strategy was flawless. The opportunity and benefits were apparent. So why didn’t your team just continue to make the darn changes? I lifted this question from a LinkedIn discussion about challenges during change initiatives: Q: What are the necessary actions that compel direct reports to think differently?   Wouldn’t it be convenient

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    Gwen Kinsey