Inspire and influence change

Organizational change as a gateway for growth

Organizational change is more than just a shift in how to do things or what technology to use; it’s an emotional journey.

At the end of that journey, we're dreaming of accomplishing bold goals and ambitious results that we'll feel good about. But getting there brings up big, unpleasant emotions like doubt and fear:

Can we do this?

Can I do this?

In a world that feels particularly chaotic and anxiety-provoking, now more than ever, those who want to drive results for their organization need to consider emotions:

How am I feeling? [worried, doubtful]

What are the people impacted feeling? [fearful]

How do people want to feel? [capable and confident]

Some avoid unpleasant emotions or dismiss how people feel, and temporarily get results.

But when emotions are continually dismissed, and change gets treated as a compliance-driven exercise, resentment and contempt build. Turnover increases, engagement drops, and learned helplessness grows.

The key is shifting out of control and building organizational capability to influence change by recognizing that our emotions influence our actions.

Leaders and change agents help others adapt and model how to help oneself. By meeting people where they're at emotionally, influencing supports gradual, easy behavior shifts. Change feels less overwhelming, while confidence and capabilities grow.

Fear becomes courage; challenge becomes opportunity; change becomes growth.

Trusted by change innovators at:

Core truths about organizational change

Most organizations don't feel like they've "cracked the code" when it comes to addressing the people side of change.

I've been fortunate during my 30-year career to have practiced using various approaches to change in a variety of real-world situations.

I've also had unique personal and professional experiences with evidence-based practices in adjacent fields: emotional intelligence, behavioral science, positive psychology, and personal development/post-traumatic growth.

Across all of that experience and expertise, I've learned four core truths about organizational change:

Change happens best and most sustainably when the people in it choose it for themselves.
People have limited attention spans; calls to action need to be emotionally compelling and laser-sharp.
The world is overwhelming; making change easier is critical.
People want to feel good--they want to believe they can accomplish the hard thing, together.

Out of these truths, I developed a proprietary method for use on-the-job and in-the-moment.

This sustainable approach focuses on building habits that can be applied across scenarios so that change leaders and change agents become changecapable^TM.

3 ways to learn from me:

An exceptional and innovative new change mentorship program

Participants in my signature program, Designed to Influence, learn the changecapable^TM method while on the job during a real change. This innovative change mentorship program is for the exceptional leader committed to learning and growth.

Learn more about Designed to Influence.

Idea sparks for leaders, teams, and employees through speaking + workshops

Speaking and workshops are just the spark you need to shift momentum and mindsets during change.

Whether it's addressing apathy or anger, a focused session shifts emotions and actions. If your team is feeling stuck and frustrated during change, consider a speaking engagement or workshop to get moving again.

What does good look and feel like? A 'genre-breaking' book

Reviewers have called Inspired by Fear: Becoming a Courageous Change Leader a "genre-breaking book" for its unique combination of storytelling and instruction.

Through the eyes of a composite fictional leader, Cera Day, and support from her change agent, Athena, and project manager, Sergio, readers experience what good change leadership looks and feels like.

Read about the book's cast of characters that builds a coalition to influence change.

Kris provides great insights. She hears people and thinks about what they're saying on a deep level.

Coaching client

We would not have been successful without Kris. While we hadn't initially scoped out this need in the project, being able to pivot quickly and include her was invaluable. Thankfully she was available and willing to jump in the fire with us. I wouldn't do another rollout of a platform without a change consultant.

Jill Claggett, MA - Director, HR Systems, Apogee Enterprises

Monica Smith, client at The Toro Company

From the first meeting with Kris, it was clear she brought a strong change point of view, concrete practices, and would challenge us to consider how we brought our different audiences along with us. Our global implementation was incredibly successful in large part due to intentional actions to inform and involve key stakeholders along the way. I can't imagine doing a project like it without Kris.

Her encouragement and personal stories helped me become more mindful in making change doable.