Issue link: http://www.e-digitaleditions.com/i/438743
20 BizEd JANUARY | FEBRUARY 2015 imagine you were an executive at a financial firm in new york city on September 10, 2001. At the time, your concerns likely cen- tered around issues like wealth management, profit building, human resources, and recruitment. But in an instant on Sep- tember 11, suddenly your priorities changed to include disaster response, communications, employee counseling—you had to rewrite the rule book as you went along. While it's rare that leaders face such a dramatic and instan- taneous change in circumstances, many executives aren't pre- pared to react even to more gradual or subtle changes in their industries—even those that are obvious and inevitable. Instead, according to those who study change management, they suc- cumb to natural human reactions such as denial, avoidance, and failure to react, which can lead many organizations to flounder or fail. We asked change management experts to pinpoint the most important attributes they believe leaders must possess to succeed in today's uncertain markets. These are traits that business schools also must address in their courses, these ex- perts emphasize, if they want to prepare their students to lead and thrive in the face of change. What does it take to manage change successfully? Experts from academia and business highlight the common, crucial traits that all change makers possess. BY TRICIA BISOUX ILLUSTRATION BY FRANCESCO BONGIORNI NAVIGATING CHANGE change management