Change Lessons from the CEO E-Book

Patrick C. Flood

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 446

Veröffentlichungsjahr: 2013

Beschreibung

"5 stars: Exceptional, a must read for any manager or leader"
—Sarah Stocks, Chartered Management Institute (CMI)

"This book is a highly effective, meaningful and user-friendly guide for anyone trying to manage change in a modern organisation today"
—inManagement magazine

"If you are looking for a book to give you some hints and tips as to how to manage change better, this will be able to do this. [...] There are some great insights for anyone who is responsible for leading change"
—Kyomi Wade, Dialogue Review

Real stories from real CEOs on implementing successful change initiatives in any organization

Change is difficult. In large organizations with established cultures, managing change can be one of the biggest challenges for business leaders and managers. Using a wealth of real stories from real CEOs on how they managed major change initiatives—and the lessons they learned along the way—Change Lessons from a CEO gives professionals and business students powerful and effective guidance on successfully managing change initiatives in any organization. The book's uniquely flexible approach lets readers build their own models for change based on their unique organizational structure, culture, and situation. Throughout, the book emphasizes the importance of authenticity in the change leader's role and how to manifest that authenticity throughout a change initiative. With examples and case studies from multinational corporations, non-governmental organizations, and small and medium-size businesses, this book is a valuable tool for leaders of any organization of any size.

• Offers real-world insight from CEOs and leaders
• Ideal for CEOs, managers, leaders of non-profit organizations, consultants, and students in business programs
• Includes case studies and first-hand accounts of successful change initiatives in a wide range of businesses and organizations of all sizes

Change is inevitable. Managing change initiatives successfully can be the difference between organizations and teams that thrive and those that come apart at the seams. For business leaders and students, this book offers practical and proven guidance for doing change right.

Leseprobe

Table of Contents

Endorsements

About the Authors

Title page

Copyright page

Dedication

Preface

Who is this Book for?

Purpose of the Book

Features

How is this Book Organized?

Acknowledgements

CHAPTER 1: Your Journey to Leading Change Authentically

Chapter at a Glance

Beginning Cases: Preparation

Chapter Introduction

What is Authentic Leadership and What is it Not?

Becoming Authentic

Leading Change Authentically

Chapter Summary

CHAPTER 2: Change Readiness: Are You Ready for Leading Change?

Chapter at a Glance

Beginning Cases: Preparation

Chapter Introduction

Mental Models

The Dark Side of Leadership: Narcissism

Mental Toughness: Don't Give Up

Less Ego, More Humility

Resuscitate Your Passion for Life and Work

Chapter Summary

CHAPTER 3: Leading Change: Winning Hearts and Minds

Chapter at a Glance

Beginning Cases: Preparation

Chapter Introduction

Framing the Change

Shaping Behaviour

Creating Capacity for Change

Chapter Summary

CHAPTER 4: Getting Employees Ready for Change

Chapter at a Glance

Beginning Cases: Preparation

Chapter Introduction

Understanding Readiness for Change

Variables Influencing Reactions Towards Change

Creating Change Readiness: Leadership Behaviours

Rethinking Resistance to Change

Managing Resistance

Chapter Summary

CHAPTER 5: Understanding How People Change

Chapter at a Glance

Beginning Cases: Preparation

Chapter Introduction

Understanding Individual Level Change

The Nature of Habits

Stages of Change

Endings and New Beginnings

The Experience of Change

Principles of Individual Level Change

The Relationship Between Individual Level and Organizational Level Change

Chapter Summary

CHAPTER 6: Coaching for Change Success

Chapter at a Glance

Beginning Cases: Preparation

Chapter Introduction

What is Coaching and What it is Not

Principles to Keep in Mind When Coaching Adults

Implications of Using Adult Learning Principles for Coaching

Skills Needed to Coach

The Coaching Process

Critical Success Factors for Using Coaching During a Change Programme

Chapter Summary

CHAPTER 7: Change Politics and Change Levers

Chapter at a Glance

Beginning Cases: Preparation

Chapter Introduction

Power and Politics

Change Management Practices Revisited: Designing Your Own Change Strategy

Understanding Change Levers

Chapter Summary

Conclusions

Index

During these times of turbulence, the management of change, and the role of leadership within this, is of crucial importance. This book has the strapline of authentic leadership-surely the only thing that will mobilize war-weary employees and organizations. It deals with the question of authenticity by lacing the book with pragmatic advice from senior leaders but linking these evident leadership skills to the complex problems that we all know sit beneath the challenge of leadership. A clear view of the ways in which leaders can work their way through the challenges they face inside their organizations.

Professor Paul Sparrow, Director, Centre for Performance-led HR, Lancaster University

The book genuinely fills a void. There are many practitioner based recipe books and articles, and at the other end of the spectrum academic research treatise on the subject. There are however relatively few options for those looking for an end to end text on the subject, moving from soft leadership skills, through process and on to evaluation. I can see potential for this book for executives leading change and for students of change on postgraduate programmes.

Professor Robert Galavan, Head of School, School of Business, National University of Ireland

In this important and timely book, Johan Coetsee and Patrick Flood provide a lucid, readable and unprejudiced account of what organisational leaders need to do make to change longstanding – to make it authentic! With great clarity, reason and empathy, the authors guide the reader through the complexity of authentic organizational leadership and change. A must read for managers and practitioners.

Professor Paul Teague, Queens University, Belfast

This book identifies how change can be managed in an authentic manner and in doing so promises huge benefits to organizations, leaders and managers at all levels, and to students of change overall.

Dr. Phillip Stiles, Judge Institute Cambridge

This book firmly endorses an authentic approach and the importance of self-knowledge and awareness in leading change.

Paul Neville, Managing Director, Data Displays Limited

About the Authors

Dr Johan Coetsee is an expert on leadership, change management and the evaluation of the effectiveness of interventions. He received his DPhil from the Rand Afrikaans University and his MBA from the University of Pretoria. He is an executive consultant with over 20 years of leadership and change management experience in private and public sectors. This includes organisations in manufacturing, healthcare, government and service industries located in South Africa, Ireland and the United Kingdom. Prior to joining academia, Johan was in senior management positions for 10 years. As a published author, he has significant experience in presenting at industry conferences, workshops and seminars. In his academic role he teaches on leading and managing change in senior executive programmes to a range of organizations.

Johan has proven results helping organisations improve their leadership and change capability. He has led the design, development and delivery of various cross-functional solutions and programmes to clients. Blending solid industry experience with a deep theoretical understanding of the dynamics of leader­­ship and change, Johan creates unique methodologies enabling clients to implement sustainable solutions. His passion lies in working with organisations to ensure that through the use of customised models and approaches, employee commitment towards the change is enhanced and that they become ambassadors of the change.

Patrick Flood is Professor of Organizational Behaviour at Dublin City University Business School. He is an expert on leadership, change management and the impact of management practice on business performance. HR magazine has ranked Patrick #8 in the top ten 2012 Influential International Thinkers category.

He teaches on leading and managing change in senior executive programmes worldwide and has addressed many industry conferences. An alumnus of the London Business School International Teachers Programme (ITP-1998) he has won teaching awards for both MBA teaching. His previous book, Persuasive Leadership: Lessons from the Arts (with Professor Steve Carroll) was published by Josssey Bass in 2010. He currently holds visiting professorships and fellowships at Cambridge Judge Business School, Northeastern University, China and Capital University of Economics in Beijing. He has also worked at IMI, London Business School, University of Maryland and the AGSM.

His publications for managers include 14 books and monographs including, Change Lessons from the CEO (Josssey Bass, 2013); Persuasive Leadership: Lessons from the Arts (Josssey Bass, 2010), Leadership in Ireland (Blackhall, 2010); Strategy Implementation (Blackwell, 2000), Effective Top Management Teams (Blackhall, 2000) and Managing without Traditional Methods (Addison Wesley, 1996).

This edition first published 2013

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Library of Congress Cataloging-in-Publication Data

A catalogue record for this book is available from the British Library.

ISBN 978-1-119-94314-3 (paperback) ISBN 978-1-118-74176-4 (ebk)

ISBN 978-1-118-74181-8 (ebk)

Cover design: Dan Jubb

Thanks to my wife, Rene, for her love, support and encouragement. I also would like to include my children, Tiaan and Izanne: although separated by distance, you were never far from my heart!

Johan Coetsee

Dedicated with love and thanks to the change agents in my life including Patricia, Chris and Patrick Ellis; my mother, Catherine and my late father, Bartholomew.

Patrick Flood

Preface

Who is this Book for?

Our aim is to provide a book that offers senior managers, managers, change practitioners and students a user-friendly guide which highlights the latest approaches, issues and pitfalls of change management in a contemporary managerial environment.

Purpose of the Book

Between 60–70% of all organizational change efforts fail to meet their initial objectives or are unsuccessful. This is astounding given all the change models and textbooks we have at our disposal. Our inspiration to write this book comes from our combined 50 years of experience working with senior organizational leaders in the field of change management and leadership. This includes lecturing and working with MBA and Masters students on five continents. Each of them has taught us much about the process and experience of change. We thank them for their generosity of spirit.

Our book moves beyond the standard theoretical approaches toward managing change and provides an integrated perspective of relevant change theory and application of the theory in practice. Linking and integrating real-world CEO experiences with current theoretical perspectives of managing change, facilitates theoretical depth and insight into the complexities of managing change. It therefore addresses the most fundamental question in change management, that is, how do I lead and implement change in the workplace in an authentic manner?

Features

A unique feature of each chapter is that it is based on real Chief Executive Officers' (CEOs) experiences of leading change: the ‘lived experience of change’. This approach not only contextualizes change but empowers the change leader to build his/her own model or approach to change. This is made possible by the carefully selected examples of change approaches used by CEOs, practical exercises and key lessons extracted from practice. This is illustrated in the example.

‘I think it's very easy to say things but people will see you doing things, hear you saying things that they then will look at your body language, will look at what actions you then take, will look at your history and question whether, in their minds, it all adds up to genuineness and whether you really are a leader that does exactly what you say you're going to do and the minute you cross that line, and don't, I think people then question how authentic you are. I think – there's a great programme The Office which I think is the classic of when people are sort of challenging authentic leaders because The Office is a great example of a leader who nobody believes is authentic, who has picked up all the right phrases to say, all the right ways of leading that you're meant to do, but in practice doesn't do it and doesn't believe it and you can see through that. So I think for me authentic leadership is about probably what comes from the heart, what you genuinely stand for and particularly when things are tough, whether you're true to everything you talk about and say is important to you. So I think it's very much about the emotions that you share, that you show, the vision that you have, the values that you have and then what people actually see you doing and then they will make judgements based on that.’

When leading change …

Authentic behaviour creates trust

Congruence between actions and words is crucial

You cannot declare yourself as authentic – it is ascribed to you by your followers

Being authentic means also a willingness to share your emotions

We have ensured that the design of the book is engaging and interesting by including life experiences of CEOs, their perspectives on how to lead change successfully as well as the pitfalls to look out for. These perspectives are linked to theoretical perspectives and this makes leading and implementing change easy to understand.

How is this Book Organized?

The book is divided into seven chapters. Each chapter begins with an introduction that provides a brief overview of the chapter content. This is followed by beginning cases which create the context for each chapter. A typical chapter explores relevant theoretical concepts and this is explained through examples and lessons learned from practice. Several exercises are included in each chapter and these provide further opportunities for contextual application. The chapters are:

Chapter 1: Your journey to leading change authentically

Chapter 2: Change readiness: are you ready for leading change?

Chapter 3: Leading change: winning hearts and minds

Chapter 4: Getting employees ready for change

Chapter 5: Understanding how people change

Chapter 6: Coaching for change success

Chapter 7: Change politics and change levers

Acknowledgements

The writing of this book would not have been possible without the support of many people. We are particularly grateful to the 25 CEOs for dedicating their time and sharing their experiences with us. We would also like to express our gratitude to our university colleagues and the many people who saw us through this book, all those who provided support, read and offered comments. A big ‘thank you’ to Niall Saul, Professor Noel Whelan, John McMackin and Joanne James for their input and support.

CHAPTER 1

Your Journey to Leading Change Authentically

Chapter at a Glance

In this chapter you will learn the fundamentals of leading change in an authentic manner together with some self-assessments to enable you to gauge your capacity to do this right now. It further aims to give you an understanding of what does it mean to be an authentic leader and leading change in an authentic manner? This chapter, based on the real experiences of CEOs we interviewed, will illustrate the importance of aligning your values and beliefs with your actions when leading change. Real change starts with you – it stems from your willingness to own your weaknesses, confess your failures, and recognize that many life stories do not have a happy ending (Block, 1997). However, while many of our life stories are turbulent, we do not have to remain prisoners of our past. We have the power to influence our future and therefore can still create a bright and optimistic future for the people we lead through difficult times. Being authentic is a choice you have to make; nobody can do it for you. Leadership which is authentic is central to effective change leadership and the chapter consists of two major components. In the first part, authentic leadership is discussed and an opportunity is provided for you, the leader, to explore the influence of personal life events on your authenticity. In the second part of the chapter, authenticity is linked to leading change. Complete the various exercises in the chapter, as this will provide you with powerful personal insights that are needed for leading change in an authentic manner.

Beginning Cases: Preparation

What does it mean to be authentic? The following quotations provide some perspectives of authenticity in practice. It seems an understanding of who you are and the willingness to be true to yourself, irrespective of the context, manifests in behaviour that is experienced by others as genuine and worth emulating.

‘Well when you're running a big business, there are times when you cannot be nice, there's times when you have to make very tough decisions, there's times when you have to be very hard and tough and that is all part of one's character. But you also know when to smile and you also need to have a little twinkle in your eye, you need to know how to manage people. But it's only when you're really your own man can you really be yourself because the moment you're having to please other people and think, am I going to get the promotion, am I now going to be able to move from this company to that company because I want them to recommend me, think I'm a nice person – no different than in your activity in a university, you don't want to go around being right or being confrontational by saying well that's not right and this and that … they'll say, well he's a difficult bloke we don't want to work with him. People used to think I was difficult – not difficult – people used to think I was very aggressive when I was younger – I was, so what?’