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Dan Olson

25-year change leader who scaled a consulting firm to the Inc. 500/5000, now helping others navigate transformation and complexity.

Working with ‘Too Busy’ Sponsors

Working with ‘Too Busy’ Sponsors

Busy sponsors aren’t disengaged—they’re overwhelmed. Change success depends on helping them make the smallest, sharpest moves with the biggest echo. Redefine engagement, script micro-moments, and amplify their voice. Smart leverage beats constant access every time.

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Your First Executive Briefing

Your First Executive Briefing

Your first executive briefing is not about slides; it is about signal. In just a few minutes, leaders decide whether you bring clarity or confusion. Learn how to prepare, frame your message, and handle questions with confidence to earn trust and credibility.

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Emotional Debt Is Crippling Your Change Program

Emotional Debt Is Crippling Your Change Program

Emotional debt is the hidden backlog of frustration and fatigue that quietly sabotages change. Left unaddressed, it compounds—fueling resistance, mistrust, and stalled transformations. Change leaders who name it and design for repair can turn trust into their most strategic asset.

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AI for Employee Well-Being: A New HR Frontier
AI

AI for Employee Well-Being: A New HR Frontier

AI is moving workplace wellness beyond surveys and perks. By reading real-time work patterns and delivering subtle nudges, AI systems help prevent burnout, sustain performance, and open a new frontier for HR and change leaders.

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The Field Guide to Bumper Sticker Leadership

The Field Guide to Bumper Sticker Leadership

Leaders love to toss out slogans like “People hate change” or “We’re like a family here.” They sound sharp, but they shut down feedback and disguise deeper issues. Real resistance isn’t fear of change—it’s frustration with poor planning, muddled priorities, and chaos masquerading as strategy.

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The Cutover Comms Playbook

The Cutover Comms Playbook

From first steps to seasoned strategy, cutover comms demand more than updates. This guide shows how practitioners at every level can steady the chaos of go-live.

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How Much Shareholder Value Is Enough?

How Much Shareholder Value Is Enough?

The drive to “return value” every quarter rarely benefits the people who created it. As practitioners, we must ask: when does returning value cross the line into extracting it—and what role do we play in enabling that cycle?

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The Cost of Being ‘Nice’ in Change Work

The Cost of Being ‘Nice’ in Change Work

Being “nice” feels safe in change work—but it comes at a cost. When we smooth over conflict, delay hard truths, or prioritize approval over impact, we quietly erode our credibility and influence. True kindness means courage: telling the truth with care and leading with clarity.

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The Bare Minimum Change Plan That Still Gets Results

The Bare Minimum Change Plan That Still Gets Results

Not every project needs a full change rollout. If you’re solo or stretched thin, a “bare minimum” plan can still deliver results. This guide shows how to reduce confusion, build trust, and drive adoption with just enough change support to matter.

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Burnout as a Business Model

Burnout as a Business Model

Some organizations quietly accept burnout as part of their business model. When “resilience” is weaponized to mask systemic overload, change leaders can’t stay neutral—we must call it out and design for sustainable capacity.

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