It's December and this entire month we are looking back at a remarkable, unbelievable, disruptive 2020 - and extracting the best ideas, insights, and resources to take into 2021.

Last week I shared never-before-seen data from our 2020 Global Reinvention Survey.

(Can you believe that to survive and thrive today, a whopping 60% of people are reinventing their business every 3 years or less?!)

This week I want to look back at another major milestone - the collective effort that resulted in the release of "The Chief Reinvention Officer Handbook: How to Thrive in Chaos":

More than 3,000 people contributed to this book, testing each of the 9 tools in real organizations around the globe, participating in our research, and polishing the featured cases, worksheets, and insights.

Since its release in late October, the Handbook:

1. Made its way into the hands of reinvention trailblazers who are leading reinvention efforts in Germany, Australia, South Africa,...

Time for my traditional Reinvention Weekly - and this week we're talking about a personal reinvention hack that provided SO much benefit in my life that I simple have to share it!

So, here is the thing.

To reinvent on time, to stay relevant, to notice trends before they hit us, it's crucial to develop a system for anticipating change.

Trusting a chance or getting occasional input at a conference or industry-specific publication worked well when things were more stable, but in todays volatile unpredictable world, missing a trend might cost you your business - or career.

In companies, we build a trend-watching system that works like a clock - providing regular timely warnings for threats and opportunities emerging on the horizon.

But about us as individuals?

How do we stay on top of trends that might disrupt our life and career?

How do we make sure we do this systematically - rather than rely on "happy accidents" to help us stay future-ready?

My answer? Create a...

Throughout my 26 years of working with crises, I have seen a lot of breakthroughs - and a lot of mistakes.

But there is one mistake, which, in my opinion, is the most dangerous, the most fundamental, and the most common.

Which one? What comes to mind?  

The biggest mistake that has killed the vast majority of organizations in the recent decades is treating each crisis as something rare, unique, and isolated.

An economic crisis? We come together for a big tense meeting, we brainstorm, develop an action plan, tightened our belts, and brace until the worse is over.

A new challenging demand from a client (a supplier, a governmental agency, a partner)? We come together for a big tense meeting, we brainstorm, develop an action plan, tightened our belts, and brace until the worse is over.

COVID-19? We come together for a big tense meeting, we brainstorm, develop an action plan, tightened our belts, and brace...

You're working hard - trying to change things, improve things, move forward.

You have a solid idea, did your homework, and you know it will work.

You try.

But all you are getting back is resistance.

Your team, bosses, or clients are simply not interested in "rocking the boat."

You are stuck in inertia.

You are a victim of "we've always done it this way."

Now what?

In my role as a consultant, teacher, and the head of transformation for a global 85-people metal and mining company, I faced this challenge again and again in many different forms.

Sometimes it comes as vocal opposition - and sometimes hides as silent sabotage.

I even had an engineer asking me once publicly at a meeting "Are you smoking something at the ExCom?"

So, I had to get good at resistance to change - and now I want to share pragmatic strategies that turn resistance into buy-in with you.

To do so, on Wednesday, October 21st, 2020 from 3-5 pm US EST we are hosting a live...

I hope your October is going well - and you are entering the last quarter of this very challenging year.

This has been a year of sudden stops - and sad endings.

But there is also no question that this year has also been a year of many new beginnings.

If we want to find our way forward, if we want to adapt, to pivot, to survive and thrive in change, we have to find new answers, new solutions, new approaches.

The problem? People hate new things.

A 2010 study, for example, found that the longer something is thought to exist, the better it is evaluated, whether we talk about university requirements, art, acupuncture, or food.

Dr. Heidi Grant Halvorson writes: “People who saw a painting described as having been painted in 1905 found it far more pleasing to look at than people who saw the same painting described as created in 2005.

Students preferred the course requirement described as the status quo over a new version regardless of whether the new version meant...

I am sure you know the feeling.

You've been working on something for a long time.

You gave it your all: blood, sweat, tears (and an occasional family fight over the sleepless nights).

It's time to launch.

And... it does not fly.

That was one of the most memorable moments of my past 10 years.

In 2014, I was working on a new book: aimed at dealing with resource depletion and reinventing the way we work so that our companies are more sustainable and flourishing at the same time.

The day my book launched was the day Kim Kardashian released her book of selfies, called "Selfish."

Guess which book did better with the readers...)))

In just a few weeks, my new book "The Chief Reinvention Officer Handbook: How to Thrive in Chaos" will be published - and I am very worried.

On one hand, it's painfully clear that the world is in desperate need of reinvention - and much of the struggles we are in are here because people simply don't know how to change.

So, this new book can...