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Leading Business Change: A Practical Guide to Transforming Your Organization
by Karin StumpfMost books dealing with change management focus on how companies reach their corporate goals, instead of on what individual leaders must do. Filling this need, Leading Business Change: A Practical Guide to Transforming Your Organization is an easy and fun read that will inspire you to think more closely about how you implement change as a leader.Th
Leading Business Teams: The Definitive Guide to Optimizing Organizational Performance
by Andrew Hill William S. KaneIn a rapidly changing world, businesses must create a high-performing, metrics-driven workplace environment characterized by respect, inclusion, teamwork, innovation, and overall harmony—and it must be manageable and sustainable. This book shows that returning to managerial basics will provide the way forward, as exemplified by legendary UCLA basketball coach John Wooden, the model for a new people management pathway: the SCORE paradigm. Generally considered the greatest coach in history, John Wooden’s recipe for team success was unique, culture-based, and ahead of its time. Building upon Wooden’s 21 coaching principles and his own 35 years of experience as a human resources leader, Bill Kane has created the SCORE framework to guide people managers in creating and nurturing effective teams and steering their organizations through times of change: • Staffing: Attracting and selecting talent • Cultivating culture: Defining how people should interact • Organizing and planning: The need for direction and focus • Reinforcing desirable behavior: Managing performance • Engaging your team: A leader’s role and responsibility Enlivened with stories from the careers of Coach Wooden, Andy Hill (a three-time national champion under Coach), and the author, the book clearly explains why each coaching principle works in practice and provides examples of success, as well as pitfalls to avoid. Readers will learn how to get the right people on their team, create meaningful participative and inclusive management practices, build a winning organizational culture, and achieve heightened results. New and experienced people managers and leaders in corporate settings, as well as business and organizational psychology students, will appreciate this timeless reference tool, a roadmap to help people managers—as their own “work-in-progress”—develop strategies for success based upon a proven and simple model.
Leading Change
by John P. KotterJohn Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process.
Leading Change
by Michael BeerPresents a conceptual framework for understanding the process of leading organizational change. Change leaders must create dissatisfaction with the status quo, develop a vision of the future state, and manage a process that sequences and orchestrates events and changes in such a way that internal commitment is developed and resistance reduced. Practical suggestions for developing these conditions for change are provided.
Leading Change
by Paul LawrenceIt is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models. However these linear approaches to change are often based on the premise that change is predictable and straightforward, when actually change is complex, with the 'human' element often changing the functioning of the organizational system as a whole. Leading Change provides the practical framework that allows leaders to actively engage with a complex adaptive system to bring about successful organizational change. Supported by academic research, and grounded with a range of examples and cases, the book offers a genuine, viable alternative to existing approaches.
Leading Change Training
by Jeffrey RussellThe Trainer’s Workshop Series is designed to be a practical, hands-on roadmap to help you quickly develop training in key business areas. Each book in the series offers all the exercises, handouts, assessments, structured experiences and ready-to-use presentations needed to develop effective training sessions. In addition to easy-to-use icons, each book in the series includes a companion CD-ROM with PowerPoint™ presentations and electronic copies of all supporting material featured in the book.Leading Change Training helps you create solid change programmes within your organization and integrate leading-edge change leadership models and other theories into your programme. It not only involves simply reducing resistance, but also creating an awareness of the challenges and responsibilities that each person, irrespective of level, faces as a change initiative goes forward. Contains exercises, handouts, assessments and tools to help you:• create effective change training for executives, leaders, managers and staff• build support and reduce resistance to organisational change• become a more effective and efficient facilitator• ensure training is on target and gets results“This book offers not only the ‘how’ of a programme on leading change, but also an insightful and helpful look at the why, when and where.”Lin Standke, Instructional Design Manager, Centre for Professional Development, CUNA & AffiliatesOther books in this series: Leadership Training, Customer Service Training, New Employee Orientation Training, Leading Change Training.
Leading Change While Loving People: Change Management Insights from the Non-profit Sector
by Yulee LeeFilled with stories of successful social change leadership in diverse contexts, this book demonstrates that the best change agents love the people involved most of all. Many people have experienced change trauma under leaders whose agenda was more important than anything—or anyone—else, so it is no wonder that change failure rates are often reported as 40% to 70%. There is another way: change leaders who work to solve some of the world’s toughest problems realize that working with others is necessary to accomplishing a social change mission. This book shares the insights of those who lead social change in the non-profit sector, and shows how they catalyze the urgency for, connect people toward, and continue momentum for a desired change. Their stories reveal three interconnected dimensions of leading change: people (relationships for change), process (communicating for change), and purpose (the change mission). Ultimately, readers will learn that strengthening social capital (people), centering marginal voices (process), and aligning stakeholders to the change mission (purpose) are critical to the work of change agents who value relationships. Leveraging well-known models and elevating little-heard voices, this book flips the script of conventional leadership books by focusing on non-profit social change leaders rather than business titans. Students, managers, and leaders across sectors will value these new insights, along with a relationally focused process and strategy for leading change and practical tips and recommendations for implementation.
Leading Change at Simmons (A)
by Amy C. Edmondson Tiziana Casciaro Kate Roloff Stacy McmanusExplores the challenge of managing large-scale organizational change at Simmons, an old and established company that manufactures and distributes mattresses. The new CEO, Charlie Eitel, hired to turn the organization's performance around, considers whether to implement an untraditional training program that includes outdoor experiential team-building activities as a central element of his change strategy. Asks participants to consider the decision of investing in the expensive training program following the loss of the three largest customers--retailers that together had contributed a third of Simmons' revenues. One central theme is the role of leadership in engaging and motivating employees to implement changes that improve product quality and operational efficiency and cost.
Leading Change at Simmons (A)
by Amy C. Edmondson Tiziana Casciaro Kate Roloff Stacy McManusExplores the challenge of managing large-scale organizational change at Simmons, an old and established company that manufactures and distributes mattresses. The new CEO, Charlie Eitel, hired to turn the organization's performance around, considers whether to implement an untraditional training program that includes outdoor experiential team-building activities as a central element of his change strategy. Asks participants to consider the decision of investing in the expensive training program following the loss of the three largest customers--retailers that together had contributed a third of Simmons' revenues. One central theme is the role of leadership in engaging and motivating employees to implement changes that improve product quality and operational efficiency and cost.
Leading Change at Simmons (B)
by Amy C. Edmondson Tiziana Casciaro Kate Roloff Stacy McmanusSupplements the (A) case.
Leading Change at Simmons (C)
by Amy C. Edmondson Tiziana CasciaroAn abstract is not available for this product.
Leading Change at Simmons (D)
by Amy C. Edmondson Tiziana CasciaroAn abstract is not available for this product.
Leading Change at Simmons (E)
by Amy C. Edmondson Susan ThyneThis case updates the Leading Change at Simmons series by examining Simmons' increasing debt under the ownership of Thomas H. Lee, a private equity firm. Charlie Eitel, the former CEO, wonders what the company's, and his, legacy will be after declaring bankruptcy despite a cultural turnaround and successful operations.
Leading Change from the Middle
by Jackson NickersonBookshelves abound with theoretical analyses, how-to guides, and personal success stories by famous corporate leaders, public officials, even athletic coaches, expounding on how to lead from the top. But what about those in the middle who are increasingly tasked with trying to reshape, reorient, or recreate the capabilities of an organization? Leading Change from the Middle takes you on the journeys traveled by Kurt Mayer, an information technology executive in the Department of Defense trying to build a new IT system in record time with limited resources, and Stephen Wang, a mid-level leader in city government trying to build a capability for supporting commercial agriculture. Kurt and Stephen have to navigate complex organizational and stakeholder landscapes in which they often have few decision rights and few resources--a common scenario for mid-level leaders. One succeeds; one does not.While following Kurt and Stephen, the book introduces a new approach for increasing the likelihood of successfully leading change. This new approach breaks down into three core strategies: First, identify all relevant stakeholders and partition them into four categories: superordinates, subordinates, customers, and complementors/blockers (those who control needed resources but over whom the leaders have no authority).Second, for each stakeholder category, identify Communications, Strategies, and Tactics (referred to as CoSTS).Third, don't stimulate negative emotions that make people DEAF--Disrespect, Envy, Anger, and Fear--to efforts to produce change. As the book follows the journeys of Kurt and Stephen, it walks through the details of each strategy.In presenting this material in a concise, accessible, and applicable format that translates theory to practice, Nickerson provides an important service for leaders trying to build extraordinary capabilities for their organizations--from the middle.
Leading Change from the Middle
by Jackson NickersonBookshelves abound with theoretical analyses, how-to guides, and personal success stories by famous corporate leaders, public officials, even athletic coaches, expounding on how to lead from the top. But what about those in the middle who are increasingly tasked with trying to reshape, reorient, or recreate the capabilities of an organization? Leading Change from the Middle takes you on the journeys traveled by Kurt Mayer, an information technology executive in the Department of Defense trying to build a new IT system in record time with limited resources, and Stephen Wang, a mid-level leader in city government trying to build a capability for supporting commercial agriculture. Kurt and Stephen have to navigate complex organizational and stakeholder landscapes in which they often have few decision rights and few resources-a common scenario for mid-level leaders. One succeeds; one does not.While following Kurt and Stephen, the book introduces a new approach for increasing the likelihood of successfully leading change. This new approach breaks down into three core strategies: First, identify all relevant stakeholders and partition them into four categories: superordinates, subordinates, customers, and complementors/blockers (those who control needed resources but over whom the leaders have no authority).Second, for each stakeholder category, identify Communications, Strategies, and Tactics (referred to as CoSTS).Third, don't stimulate negative emotions that make people DEAF-Disrespect, Envy, Anger, and Fear-to efforts to produce change. As the book follows the journeys of Kurt and Stephen, it walks through the details of each strategy.In presenting this material in a concise, accessible, and applicable format that translates theory to practice, Nickerson provides an important service for leaders trying to build extraordinary capabilities for their organizations-from the middle.
Leading Change in Healthcare: Transforming Organizations Using Complexity, Positive Psychology and Relationship-Centered Care
by Anthony L SuchmanThe challenge of transforming organizational culture is at the heart of many key movements in contemporary healthcare, and understanding culture change has become a core leadership competency. However, much current practice is based on antiquated and psychologically unsophisticated theories, leaving leaders inadequately prepared for the complex task of implementing change. Leading Change in Healthcare presents relationship-centered administration, an effective new evidence-based alternative to traditional culture change methodologies. It integrates fresh insights and methods from complexity science, positive psychology and relationship-centered care, enabling a more spontaneous and reflective approach to change management. This fosters greater organizational awareness and real participation, as well as improved productivity and creativity, as well as staff recruitment and retention. Case studies drawn from primary care, hospitals, long-term care, professional education, international NGOs and other settings, rather than emphasizing the end results, are demonstrations of how to apply relationship-centered administration in everyday practice. Leading Change in Healthcare is a key resource for all practitioners, students and teachers of healthcare management, medical educators, and leaders in all areas of healthcare provision. 'We need a new way of seeing, a new way of leading - and the authors provide a clear guide and resources for the path ahead. Leading Change in Healthcare offers hope - and a method. A daily dose is just what the change doctor ordered.' from the Foreword by Carol Aschenbrener.
Leading Change in Multiple Contexts: Concepts and Practices in Organizational, Community, Political, Social, and Global Change Settings
by Gill R. HickmanThe first book to bring together both leadership and change theories, concepts, and processes, Leading Change in Multiple Contexts uses a consistent framework and the latest research to help readers understand and apply the concepts and practices of leading change.Key FeaturesBrings together leadership and change concepts and practices in five distinct contexts—organizational, community, political, social change, and globalDraws from a wide range of classic and recent scholarship from multiple disciplines Includes the perspectives of change and leadership expertsOffers real-life vignettes that provide examples of leading change in every contextProvides readers with application and reflection exercises that allow them to apply leadership and change concepts to their experiencesLeading Change in Multiple Contexts is designed for undergraduate and graduate courses in Change Management, Leadership, Organizational Behavior, Organizational Development, and Leadership and Change offered in departments of business, education, communication, and public administration, as well as programs focusing on leadership, public policy, community activism, and social change.
Leading Change in Talent at L'Oreal
by Emer Moloney Vincent Dessain Lakshmi RamarajanJean-Claude Le Grand had dedicated almost his entire career to following talent at L'Oreal. He strongly believed that L'Oreal's workforce needed to be diverse in order to ensure creativity and innovation. In early 2018-as he was about to take up the position of EVP for Human Relations and a place on the Executive Committee-L'Oreal still struggled to diversify its senior leadership team, which was often male, French, elite-educated and made up of executives who had spent their entire careers at the company. At the same time, in an increasingly competitive market for talent, and given digitalization and new ways of working Le Grand was preoccupied that L'Oreal would no longer be able to attract vibrant young talent.
Leading Change toward Sustainability: A Change-Management Guide for Business, Government and Civil Society
by Bob DoppeltAs the world struggles to cope with the growing threat of a global carbon crisis, Doppelt has revised one of the best books ever written about change management, leadership and sustainability to focus on de-carbonisation. Doppelt's research, presented in this hugely readable book, demystify the sustainability-change process by providing a theoretical framework and a methodology that managers can use to successfully transform their organisations to embrace sustainable development. Filled with case examples, interviews and checklists on how to move corporate and governmental cultures toward sustainability, the book argues that the key factors that facilitate change appear in the successful efforts at companies such as AstraZeneca, Nike, Starbucks, IKEA, Chiquita, Interface, Swisscom and Norm Thompson and in governmental efforts such as those in the Netherlands and Santa Monica in California. For these and other cutting-edge organisations, leading change is a philosophy for success. Leading Change toward Sustainability has been used by change leaders around the world to guide their internal global warming and sustainability organisational change initiatives. This new edition is essential reading for leaders from all types of organisations.
Leading Change, With a New Preface by the Author
by John P. KotterThe international bestseller-now with a new preface by author John Kotter.Millions worldwide have read and embraced John Kotter's ideas on change management and leadership.From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession-we've learned that widespread and difficult change is no longer the exception. It's the rule. Now with a new preface, this refreshed edition of the global bestseller Leading Change is more relevant than ever.John Kotter's now-legendary eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. Leading Change is widely recognized as his seminal work and is an important precursor to his newer ideas on acceleration published in Harvard Business Review.Needed more today than at any time in the past, this bestselling business book serves as both visionary guide and practical toolkit on how to approach the difficult yet crucial work of leading change in any type of organization. Reading this highly personal book is like spending a day with the world's foremost expert on business leadership. You're sure to walk away inspired-and armed with the tools you need to inspire others. Published by Harvard Business Review Press.
Leading Change: How Successful Leaders Approach Change Management
by Paul LawrenceIt is often claimed that 70% of organizational change efforts fail, despite the popularity of linear change models. However these linear approaches to change are often based on the premise that change is predictable and straightforward, when actually change is complex, with the 'human' element often changing the functioning of the organizational system as a whole. Leading Change provides the practical framework that allows leaders to actively engage with a complex adaptive system to bring about successful organizational change. Supported by academic research, and grounded with a range of examples and cases, the book offers a genuine, viable alternative to existing approaches.
Leading Change: Leadership, Organization, and Social Movements
by Marshall GanzLeadership means taking on the responsibility of creating conditions that enable others to achieve a shared purpose in the face of uncertainty. In this chapter, Harvard Kennedy School lecturer and life-long social activist Marshall Ganz describes how leadership in social movements is distinct from leadership in organizations. He finds that the role of leadership in social movements extends well beyond the stereotypical charismatic public personas with whom they are often identified. He investigates social movement leadership and the volatile context in which motivational, relational, strategic, and action skills-and the capacity to develop these skills in others-play key roles. Who are social movement leaders? Where does social movement leadership come from, and why? How do leaders of social movements help others develop a personal story that connects and commits them to the movement? This chapter explores these questions by analyzing historic examples of social movements-from the Biblical story of Moses leading his people out of Egypt, to the American Civil Rights movement, the farm workers' movement, and the women's movement. This chapter was originally published as Chapter 19 of "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium."
Leading Citigroup (A)
by Carin-Isabel Knoop Aldo Sesia Lynn Sharp PaineThe (A) case describes a series of controversial events and alleged misdeeds that placed Citigroup in the public spotlight and launched investigations into the company's business practices by regulators in Japan and Europe in the fall of 2004. CEO Chuck Prince must decide what to do to right the company and restore its reputation.
Leading Citigroup (B)
by Carin-Isabel Knoop Aldo Sesia Lynn Sharp PaineThe (B) case describes the actions taken by Citigroup CEO Chuck Prince and his management team to right the company in the wake of the controversies and alleged misdeeds described in the (A) case.