The Truth About Thriving in Change

Book description

Praise for The Truth About Thriving in Change

“Although we know that change is constant, we are always surprised by it. Bill provides a roadmap to successfully navigate corporate change. Being conscientious to follow the ‘Truths’ will enable people to successfully face any organizational challenge.”

Rosina Racioppi, President and Chief Operating Officer, WOMEN Unlimited, Inc.

"A must read for managers, Bill uses language with care, economy, and precision. Managing change is basically about helping people deal with uncertainty. This writing effectively uses a combination of practical experience, common sense, and humor in describing strategies designed to achieve desired results while maintaining morale and enhancing engagement."

Michael Mimnaugh, Vice President, Human Resources, Sony Corporation of America

"Many students are under the impression that a graduate degree will impart all wisdom, but what they fail to recognize is that there is no substitute for experience. What Bill's book does so well is to impart his substantial experience--along with the textbook knowledge--to move you ahead in your career. If you manage people or projects, the wisdom found within each 'Truth' will help keep you on the leading edge of your profession. This is a reference guide that belongs in your library."

Stuart J. Lipper, Senior Director of MBA Programs, Rutgers Business School, Rutgers, The State University of New Jersey

Everything you need to know to drive and sustain successful change...what really works!

·        The truth about transforming organizations without destroying morale

·        The truth about why your way may not be the best way

·        The truth about creating a cultural framework for long-term success

This book reveals 49 PROVEN CHANGE MANAGEMENT PRINCIPLES and bite-size, easy-to-use techniques that work

This book brings together 49 powerful “truths” about planning, driving, and sustaining organizational change: real solutions for the tough challenges faced by every business leader. You'll discover which skills you need most, and how to develop to lead change without eroding employee motivation, commitment, and productivity...why you must start fast, and "run before you walk"...when to persuade, when to educate, and when to "use force" to make the change agenda everyone's agenda...and how to create the right cultural framework for successful change. This isn't "someone's opinion." It's a definitive, evidence-based guide to effective change leadership--a set of bedrock principles you can rely on throughout your entire management career.

Table of contents

  1. Copyright
  2. The Truth About Thriving in Change
    1. HR Leaders
    2. Academia
    3. Business/Human Resources Consultants
    4. Training and Development Practitioners
    5. Operations/Manufacturing/General Management
  3. Preface
    1. What is organizational change?
    2. The benefits of organizational change
    3. What’s different today?
    4. Is the time right?
    5. Is there a checklist you can follow?
    6. Is it fun?
  4. I. The Truth About Staying or Going
    1. 1. Life is 10% of what happens to you and 90% of how you react
    2. 2. If your values don’t agree, it’s probably time to flee
    3. 3. Service awards aren’t what they used to be
      1. Short-term considerations
      2. Long-term considerations
      3. Implications
    4. 4. Teaching long division doesn’t work on a Blackberry
  5. II. The Truth About What You should Pack
    1. 5. It’s not what you’ve got; it’s what you need
    2. 6. To manage change, you must lead change
    3. 7. You can’t do without a “can-do” attitude
    4. 8. If you don’t stand for something, you’ll fall for anything
  6. III. The Truth About Those Early Days
    1. 9. Run before you walk
    2. 10. Keep your boss your biggest fan
    3. 11. There are only three ways to introduce change
    4. 12. Build the case: It’s a challenge and an opportunity
    5. 13. Teach others how to treat you
  7. IV. The Truth About Planning
    1. 14. If you don’t know where you’re going, you won’t get there
    2. 15. To realize the future, you must create it
    3. 16. Convert aspiration to invitation
    4. 17. Having organizational values matters; living them means more
      1. Organizational values have a holistic impact
      2. Values are the basis of community
      3. Values define relationships: they’re the link to your team
      4. Values are a required managerial competency
      5. Values are a critical aspect of organizational viability
      6. The key to values identification is enforcement
      7. Get started
      8. On an ongoing basis
    5. 18. Make the change agenda everyone’s agenda
  8. V. The Truth About Communications
    1. 19. We listen with our eyes
      1. Verbals
      2. Vocals
      3. Nonverbals
    2. 20. Email is the tool of the devil
    3. 21. People can’t drink from a fire hose
    4. 22. Conversion is for missionaries and crusaders
      1. Can-doers
      2. Fence-sitters
      3. Naysayers
  9. VI. The Truth About Matching People with Purpose
    1. 23. Organizational structure: Look in from the outside
    2. 24. Build your team around your “A” players
    3. 25. Candidate screening: Let the facts speak for themselves
    4. 26. Avoid the ten potential “placement pitfalls”
    5. 27. Don’t surround yourself with yourself
    6. 28. Why you need to get staffing right
    7. 29. If you must “right-size,” do it the right way
      1. Explore all alternatives
      2. Your business needs should drive the selection process
      3. Be proactive with communications
      4. Treat everyone in accordance with your organization’s values
      5. Give appropriate notice
      6. Be done with it
      7. Prepare for tomorrow
  10. VII. The Truth About Managing Performance
    1. 30. One style does not fit all
      1. Telling
      2. Selling
      3. Participating
      4. Delegating
    2. 31. You can influence without authority
    3. 32. You can’t work the plan if you don’t plan the work
    4. 33. There’s no excuse for excuses
    5. 34. Know what buttons to push
  11. VIII. The Truth About Creating Your Cultural Framework
    1. 35. Calm waters make for easier sailing
    2. 36. Trust is a currency not easily earned, but easily spent
    3. 37. If you’re out of sight, you’re probably out of touch
    4. 38. Teams aren’t a necessary evil
    5. 39. Your way may not be the best way
    6. 40. The whole is greater than the sum of the parts
    7. 41. Embrace—don’t run from—the questions
      1. You must establish a “safe to say” environment
      2. You should lead with questions
      3. You should be a critical listener
      4. You should gently prod people for feedback
      5. You may say, “I don’t know;” however, then say, “I’ll get back to you.”
      6. You should make sure that everyone’s opinion is welcomed and respected
    8. 42. Decision making: The fastest don’t always finish first
      1. Work the room ahead of time
      2. Don’t be afraid to make decisions
      3. Act with appropriate haste
      4. Know that your credibility is on the line every day
      5. Unless new information becomes available, stick to your word
    9. 43. Exceptions: Can’t live with them; can’t live without them
    10. 44. Employee discipline: Ask the more meaningful question
  12. IX. The Truth About Recognition and Reward
    1. 45. Make every employee feel like your only employee
    2. 46. A little formal recognition goes a long way
  13. X. The Truth About Sustenance
    1. 47. Your best investment is in... YOU
      1. Anticipate
      2. Be a consummate reader
      3. Have curiosity
      4. Stay “linked” to your customer
      5. Join professional associations
      6. Pursue training opportunities
      7. Keep your network alive
      8. Be bold
    2. 48. Your title is manager; your job is teacher
      1. Start by selecting the “right” people to develop.
      2. How do you invest in these people?
    3. 49. Trying to be all things to all people is a slippery slope
      1. Closing Thoughts
  14. References
      1. Providing context
      2. Truth 1
      3. Truth 2
      4. Truth 3
      5. Truth 4
      6. Truth 5
      7. Truth 6
      8. Truth 7
      9. Truth 8
      10. Truth 9
      11. Truth 10
      12. Truth 11
      13. Truth 14
      14. Truth 15
      15. Truth 16
      16. Truth 17
      17. Truth 18
      18. Truth 19
      19. Truth 20
      20. Truth 21
      21. Truth 22
      22. Truth 23
      23. Truth 24
      24. Truth 25
      25. Truth 26
      26. Truth 27
      27. Truth 28
      28. Truth 29
      29. Truth 30
      30. Truth 31
      31. Truth 32
      32. Truth 33
      33. Truth 34
      34. Truth 35
      35. Truth 36
      36. Truth 37
      37. Truth 38
      38. Truth 39
      39. Truth 40
      40. Truth 41
      41. Truth 42
      42. Truth 43
      43. Truth 44
      44. Truth 45
      45. Truth 46
      46. Truth 47
      47. Truth 48
      48. Truth 49
  15. About the Author
    1. Acknowledgments
  16. A. Career Reflections
    1. Assessment—Where are you?
    2. Planning—Where are you going?
  17. B. Vision/Mission Statements
  18. C. Strategic Objectives
    1. Markets and customers
    2. Products and services
    3. Business processes
    4. People and reward systems
    5. Structure and facilities
    6. Technologies
  19. D. Tactics
  20. E. Values
    1. An example of values with supporting behaviors
  21. F. Behavioral Interviewing Examples
  22. G. Types of Organizational Learning
  23. H. Prompting a Dialog About Values

Product information

  • Title: The Truth About Thriving in Change
  • Author(s): William S. Kane
  • Release date: April 2008
  • Publisher(s): Pearson
  • ISBN: 9780768682007