Make Change Work E-Book

Randy Pennington

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

Seitenzahl: 177

Veröffentlichungsjahr: 2013

Beschreibung

Remain competitive, inspire innovation, and ensure success Constantly adapting, improving, and changing is more important than ever for companies to remain competitive in today's marketplace. Make Change Work presents real solutions to thriving in a world of constant change. This book educates managers and leaders on how to lead change, with strategies for creating urgency, building support, and ensuring successful change. Get the guidance you need to be bold in the face of change, and learn how to make your company faster, better, cheaper, and friendlier--by simply listening to your customers * Advises leaders on how to design and implement a strategy that allows you to successfully lead change and deliver meaningful business results * Author Randy Pennington is a 20-year business performance veteran, author, and expert in helping organizations build a culture focused on results Learn how to establish a clear and purposeful goal, inspire a culture relentlessly focused on customers, and create an environment where your talented team wants to Make Change Work.

Leseprobe

CONTENTS

Preface

Acknowledgments

Part I: The Realities of Change

Chapter 1: The New Normal

When Will Things Return to Normal?

Perspective From the Iron Lady

Reframing Our Illusions

I should have Paid Attention

Moore’s Law Affects Everything

We Live in an Ocean not a Pond

Chapter 2: Faster, Better, Cheaper, Friendlier

A Hard Dose of Reality

Burn the Boats—The Customers are in Charge

Tough Customers—Tough Questions

How Customers Evaluate Your Efforts

Tools that Accelerate

John Connor Meet Baxter

Case Study: If the Government Gets it, Why Doesn’t Everyone?

Chapter 3: Good Change, Bad Change

Take this Test

The Common Factors

Defining a Good Change

Why Change Fails

Why Change is So Hard

Chapter 4: Dodos and Coyotes

In Defense of the Dodo

What’s Your Excuse?

In Praise of the Coyote

Part II: Becoming a Change Leader

Chapter 5: What Change Leaders Do

They are Driving Me Crazy!

He’s Driving Us Crazy!

Change Management and Change Leadership

Left Brain and Right Brain

What Change Leaders Do

Can You Skip Steps?

Chapter 6: Buy-In

There Was Dancing and Singing

A Long Time Coming

Fast-Forward Across Town

Two Styles—Similar Result

What is Buy-In?

When Buy-In Occurs

Not the End

Moses, Lincoln, King, and Thatcher

More than a Communication Strategy

Chapter 7: Go First

Change is Good If . . .

The Survey Says . . .

Creating Realistic Optimists

People can Change Where They are

Where You Come In

Are You There Yet?

How Did You Do?

How You Know You Aren’t There Yet

Chapter 8: Change Change

We Change When . . .

Wise Words

The Big “But”

Another Change ClichÉ

The Time Test

The Lens is as Important as the Time

AFP and MBBS

Chapter 9: Generate Creative Tension

A Universal Principle

Why We Change

Burning Platforms and Politicians

Crisis Creates Urgency

We Need to Sell Again

People Do the Same Thing

Crisis Abuse

Opportunity Pulls

Show Me the Cookie

How about Brussels Sprouts?

What Bankruptcy Taught General Motors about Urgency

Creative Tension

Chapter 10: Connect with People Where They Are

Imagine This

Comparison Shopping

Make it Real and Relevant

What We Say and What They Hear

What They Want to Hear

It Helps if They Believe You

Plant the Garden

Chapter 11: Involve Early and Often

You can Count on This

Why Involvement Doesn’t Occur

The Challenge of Involvement

When not Everyone Gets to Play

Lessons From the New Coke

Do You Believe in Empowerment?

Chapter 12: Use Resistance as Your Friend

There is Always at Least One

What We Want to Do

What We End Up Doing

And the Winner is . . .

We Aren’t Frustrated by Reasonable People

Wrap Your Mind-Set Around This

The Questions You Must Answer

Their Resistance is Well Intentioned—Now What?

Pull; Don’t Push

Seven Tactical Tips

Part III: Change Challenges

Chapter 13: When Change Isn’t a Choice

“It’s not Personal; it’s Just Business”

It Really Was Just Business

The One Thing That Matters Most

Stop Reading for a Moment

Let’s Get Personal

So What Do I Do?

Back to Business

Your Job as the Leader

The Question is, “How?”

A Quick Point on Terminating Employment

How Could You Support This?

Don’t Let Them Suck You In

It is about Leadership

Chapter 14: Change Your Culture and Change Your Results

The Best and the Rest

Why Talk about Culture in a Book about Change?

Culture: What it is and What it Isn’t

The Challenge of Culture Change

How Hard is it?

Why is it So Difficult?

Seven Imperatives

Chapter 15: Stop Spineating

How I Gained 70 Pounds

It is Behavioral Conditioning

It Works with People, Too

Spineating (Spine-Ating)

Organizational Spineating

How I Lost 50 Pounds

The Rubber Band Man

Breaking the Spineating Habit in Organizations

Where it Breaks Down

Pursue the Best Over the Easiest

Part IV: The Wrap-Up

Chapter 16: The Future and Change

No Wonder We Feel Overwhelmed

Information Does not Equal Change

Focus on What You know and can Predict

Two Enduring Truths about Successful Change

How You can Win

One Final Thought

About the Author

Index

Praise forMake Change Work

“I could rename this book, How Tulips, Dodo Birds, and Coyotes Changed the Way I Think about Change. Interested now? You should be. This book is the most fascinating, practical book about dealing with change I’ve ever read.”

—Larry WingetTelevision personality and best-selling author of Grow a Pair: How to Stop Being a Victim and Take Back Your Life, Your Business, and Your Sanity

“Make Change Work is the best book I have read on the real inner workings of change. It could have easily been called The Future Belongs to the Coyote. Pennington does a great job of equating the emotional side of change with the pragmatic, ‘let’s get it done’ side. Lessons for the future rest on these pages, no matter how many change scenarios we might have dealt with as managers.”