We design and deliver Change Workshop Experiences that help people and organizations get unstuck and move forward.
- Feel better about uncertainty
- To be more open to new ways of working & thinking
- Regulate their own anxiety and emotions
- Owning it & having personal responsibility
- Taking action to move forward
Our approach is to design change workshops that focus on the Human Experience and how we experience the world as whole people - through our intellect, subconscious, emotions and body.
In order to move forward, we need to align our whole person with the change.
Because we believe that people don’t change because they’re told to do so.
People change because they make a CHOICE mostly based on emotion and feelings, not logic and reason.
LEARNING OBJECTIVE AND OUTCOME
To move people from a sense of discomfort toward embracing change.
Understanding limiting beliefs and turning them from negative to positive, transforming losses into opportunities.
Workshops for Teams
Customized Change Workshops
For Different Organizational Needs
Create a Change &
“Bob Miglani is a master at his craft! Bob’s message was relevant and truly hit home with our leadership group. Bob spoke passionately about the challenges that leaders face today. The entire room was engaged throughout his entire presentation. Our leaders were left inspired and equipped with actionable tools to help them EMBRACE the CHAOS.”
Liz Lucadamo, Learning & Development Leader – Whole Foods Market Northeast Region
Harmonize Post Merger Organization
Disengagement, mistrust and lack
of focus often result post merger.
Typical post-merger integration efforts focus on headcount
reductions and synergy savings at the cost of potential revenue
growth. This focus on the numbers, along with numerous,
disparate, top-down edicts, leaves employees feeling a loss of
control, confused about future, and, sometimes, even
While the outcome of synergies are often realized quickly, the
resultant demotivation, disengagement, and distrust often linger
and fester, impeding the new organization from realizing its
potential for growth. This is because the causes of these feelings
are usually ignored – the loss of the many intangible assets an
employee has accumulated over the years, like promises, favors
owed, reputation, and other goodwill, and uncertainty about their
We believe that in order to boost engagement post
merger, we need to address what people feel they
have lost in the merger first and foremost. If the
underlying sense of loss is not addressed, colleagues
will be distant, disengaged and slow down the process.
ASKING POWERFUL QUESTIONS DURING
THE WORKSHOP SUCH AS:
What have you lost in this merger?
What are the intangibles that you care about? Friendships?
Camaraderie? Loyalty? Reputation? Promises?
What choices would you like to have?
THEN, WE REFRAME THE LOSSES AS OPPORTUNITIES
FOR REINVENTION AND RENEWAL:
What were you lacking before the merger?
What do you think you can gain with this merger?
What future would you like to create for yourself and others?
We then move forward towards Reinvention, turning what
seems like a negative into an opportunity for growth in the
Overcome Obstacles to Change
While many change efforts start with a
vision of where they want to be and a
plan to get there, oftentime, existing
barriers to change get overlooked and
the implementation fails.
Those barriers consist of both organizational structures
keeping employees stuck in their current operating mode,
like performance rewards, and internal mindsets that prevent
them from moving forward, like stress or information overload,
which hog people’s mental capacity for new behaviors.
We believe that in order for change to stick, we first
need to identify and remove the organizational barriers
that may be impeding progress, like reporting structures
and performance rewards. We’ll map these out and
develop a plan to address them.
Once we’ve identified organizational barriers, we’ll begin
examining limiting beliefs and mindsets and experiment with
adopting new ones.
Redirecting Uncertainty Into Opportunity
Radical transformations require
creative thinking and a mindset of
experimentation, which is often
suppressed by fear.
Radical transformation requires innovation and creativity, and
creative thinking requires both a sense of security and optimism
for the future. However, when we face uncertainty, we often fall
prey to fear and default to the past way of thinking because it
gives is comfort and certainty. This closed mindset is
- Internal focus / myopia
- Habitual behaviors
- Shock, discomfort, denial – unproductive reactions
- Fixed state mentality
- Overwhelmed by complexity
We believe that people possess a tremendous
capacity for creativity and change, under the right
circumstances. We use story telling as a method of
identifying the right conditions for individual change,
including emotional, intellectual, and psychological
needs, and then use those stories to build resilience
We also believe that creativity is easy to achieve with intuitive
techniques like modeling, thought experiments, and leading by
curiosity and we conduct some simple exercises that alter
perspective and expand people’s repertoire of behaviors.
FOR ORGANIZATIONS FACING:
Embracing a Change & Growth Mindset
People are stuck in the past, resisting
change and impeding the organization
from moving forward
At the root of the resistance to change lies the notion that we
have lost control of job & career. People need to feel like they
have control & certainty.
Colleagues resist change in subtle ways, hindering efforts to
grow. They may say the right things but their behaviors return to
their old routines. Or they may find excuses for why the change
“We tried that but it didn’t work.”
“We don’t have enough resources to do
what you’re asking me to do now.”
Lack of engagement or interest in new initiatives, being
proactive or delaying decisions impedes progress frustrating
other colleagues and management teams.
We believe that people don’t change when they’re
told to. They change through self-discovery and
choice. The impetus to embrace change must come
from within, often sparked by dialogue and an
interest in listening.
IN ORDER FOR COLLEAGUES TO BE OPEN TO CHANGE, THEY MUST:
- 1 Let go of the past mindset and ways of working
- 2 Accept that while they don’t have control over the change – they do have control over the actions they take – and the mindset they have
- 3 Reduce overthinking and overanalysis
- 4 Re-Imagine a New Future that pulls them forward
- 5 Take action
It was wonderful to work with Bob. Not only
was he a lively, engaging and a wonderful
speaker facilitator in how he managed the
messages around change, but his style of
engagement prior to and in preparation of
Staff were very well engaged and we received a lot
of great feedback from our employees about the
positive impact Bob made. It was an honor to have
Bob be a part of our organizational change journey.
– DR. MICHELLE MURRAY, CEO/PRESIDENT, NEXUS
“You knocked it out of the park. Your
questions caused a sea change, a radical
AHA….Karen, you are so such a rarity.
Not only are you smart beyond compare, your ability
for reflection, seeing the flaws, and the humor of it all
have been an inspiration.”
-BARBARA QUINN, CONFERENCE BOARD OF CANADA
Bob Miglani delivered an amazing Embrace
the Chaos experience in speaking and the
workshop he did for our organization.
Bob’s depth of experience plus powerful stories really
connected with our group who recently merged as one
company – and inspired them to move forward despite
the change and disruption to – Embrace the Chaos.
-MATT CAMPION, EVP CLIENT SOLUTIONS, SCHLESINGER GROUP
- Bestselling Author of Embrace the
Chaos and Make Your Own Luck
- Ex-Pfizer Inc. 23 years
- Created a new division at Pfizer
- Led teams through acquisitions and
mergers and organizational change
- Managed colleagues in multiple
- Served on the Management Team at
NASDAQ listed company
- Successful experience of reinventing
teams in complexity and uncertainty
- Bestselling Author of, I’m Sorry I Broke Your Company, a humorous dissection of management consulting practices.
- Expertise in using role modeling to
improve communication, innovation, and
team building in change workshops.
- 20 years experience in business
transformation with Cap Gemini E&Y and
- Management positions at Pfizer and
Johnson & Johnson
- Holds two engineering degrees from MIT
Through the Human
Self-Discovery & Choice
How We Work With You
Pre-workshop interviews to
- • Problems & Obstacles
- • Culture & People
- • Vision & Goals
Create custom agenda,
activities, and workbook
for your review and
Lead participants through an
engaging self-discovery process
to create a personal action plan.
Follow up with individuals
to assess progress,
interventions, if needed,
and get feedback.