Recent articles by Russ Linden from governing.com http://www.governing.com/authors/rss/rss/?a=87483872 Russ Linden is a management educator and author. His major areas of expertise include change management, performance improvement and collaboration. What Legacy of Leadership Will You Leave? http://www.governing.com/columns/mgmt-insights/col-legacy-organization-next-generation-leaders.html Nurturing the next generation of leaders is one of the best things you can do for your organization. The Rider and the Elephant: <i>Switch</i> Book Details How to Create Change http://www.governing.com/columns/mgmt-insights/col-switch-rider-elephant-making-organizational-change-happen.html A remarkable book provides leaders with a practical, simple framework, based on the latest brain research, for turning an organization to a new direction. The Perils of Tunnel-Vision Leadership http://www.governing.com/columns/mgmt-insights/col-lead-change-effort-situational-awareness-tunnel-vision.html The leadership fight at the University of Virginia is a powerful example of why so many change efforts fail. The Life-Saving Power of Crowdsourcing http://www.governing.com/columns/mgmt-insights/col-crowdwourcing-ushahidi-saving-lives-haiti-earthquake.html It's hard to imagine a better demonstration of its potential than the worldwide volunteer effort that helped rescue thousands of people after the earthquake in Haiti. Taking the Fear Out of Change http://www.governing.com/columns/mgmt-insights/col-power-of-habit-taking-fear-out-of-change.html Most of us are all too comfortable in our habits. The lesson for leaders in an era of change: Make the novel seem familiar. Close Encounters of the Productive Kind http://www.governing.com/columns/mgmt-insights/col-collaborative-group-first-meeting.html All too often, the first meeting of a collaborative group is a waste of time. Here are some ways to keep that from happening. Avoiding ‘the Tyranny of the Immediate’ http://www.governing.com/columns/mgmt-insights/col-organizational-change-tyranny-of-the-immediate.html Managing an enterprise requires keeping the focus on “the main thing” and not being distracted by the daily tasks and deadlines that always seem urgent. People Just Naturally Resist Change, Right? http://www.governing.com/columns/mgmt-insights/col-resistance-organizational-change-fear-loss.html Not so fast. What many people fear about organizational change is loss. Logic Models and the Quest for Results http://www.governing.com/columns/mgmt-insights/col-logic-model-cause-effect-outcome.html They can help governments achieve the outcomes they want. But they have their downsides. ‘Hire for Attitude, Train for Skills’ http://www.governing.com/columns/mgmt-insights/public-workforce-hiring-employee-attitude-skills-southwest-airlines.html The way a successful airline finds employees who fit in with its distinctive culture holds lessons for the public sector. How’s Your ‘Court Vision’? http://www.governing.com/columns/mgmt-insights/effective-leader-court-vision.html Effective leaders know the importance of focusing not only on the things they can control, but on the larger picture. James Madison, the Constitution and the Power of Collaboration http://www.governing.com/columns/mgmt-insights/james-madison-constitution-power-collaboration.html As the story behind the U.S. Constitution illustrates, history is chock full of lessons on collaborative leadership. Reframe, Broaden a Problem http://www.governing.com/columns/mgmt-insights/reframe-broaden-problems.html Dwight Eisenhower said, 'If you can't solve a problem, enlarge it.' It's a powerful insight into problem solving. Creating a 'Line of Sight' http://www.governing.com/columns/mgmt-insights/creating-line-sight.html When employees have a line of sight, they can see the connection between their everyday work, and something larger. A Crisis is a Terrible Thing to Waste http://www.governing.com/columns/mgmt-insights/A-Crisis-is-a.html With a little planning and a lot of commitment, writes Russ Linden, a crisis can produce significant changes in the status quo.