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More About This Title Change Lessons from the CEO - Real People, RealChange
English
"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.
English
Dr W.J. Coetsee is a highly experienced teacher, researcher and consultant with 20 years international experience in change management. He is noted for his entertaining lectures and ability to link up scholarly theory (i.e. Organizational Behaviour, and Change management) with business practice, analyzing problems and developing cutting-edge organisational development solutions. An international speaker, he has presented his approach and assessment tools at conferences and workshops in USA; UK and Ireland. At the Executive and Development Centre at Newcastle Business School his main training focus is on authentic leader development; designing and implementing insight tools, and change management interventions. He teaches on Executive MBA programmes in leadership and change; organizational behaviour, international HRM, at the Corporate and Executive Development Centre, Newcastle Business School, City Campus East Newcastle upon Tyne.
Patrick C. Flood is Professor of Organisational Behaviour and Head of the HRM and Organisational Psychology Group at Dublin City University. He joined DCU in 2007 and is a frequent contributor to Executive Education programmes on leadership and change management. He currently holds affiliations at the Judge Business School, University of Cambridge, and Northeastern University, China.
Patrick has taught extensively on executive and management development programmes in North America, Europe and Ireland. He has taught change management at London Business School, University of Maryland, Syracuse University, Australian Graduate School of Management, Rotterdam University, Vlerick-Leuven Business School as well as some 30 private and public sector companies including Pirelli (Milan). He currently holds affiliations at the Judge Business School, University of Cambridge, and Northeastern University, China.
English
Preface xi
Acknowledgements xv
CHAPTER 1: Your Journey to Leading Change Authentically 1
Chapter at a Glance 1
Beginning Cases: Preparation 2
Chapter Introduction 4
What is Authentic Leadership and What is it Not? 5
Becoming Authentic 9
Leading Change Authentically 26
Chapter Summary 29
CHAPTER 2: Change Readiness: Are You Ready for Leading Change? 33
Chapter at a Glance 33
Beginning Cases: Preparation 34
Chapter Introduction 36
Mental Models 36
The Dark Side of Leadership: Narcissism 41
Mental Toughness: Don’t Give Up 49
Less Ego, More Humility 53
Resuscitate Your Passion for Life and Work 56
Chapter Summary 58
CHAPTER 3: Leading Change: Winning Hearts and Minds 63
Chapter at a Glance 63
Beginning Cases: Preparation 63
Chapter Introduction 66
Framing the Change 69
Shaping Behaviour 79
Creating Capacity for Change 92
Chapter Summary 96
CHAPTER 4: Getting Employees Ready for Change 101
Chapter at a Glance 101
Beginning Cases: Preparation 102
Chapter Introduction 104
Understanding Readiness for Change 105
Variables Influencing Reactions Towards Change 109
Creating Change Readiness: Leadership Behaviours 121
Rethinking Resistance to Change 124
Managing Resistance 129
Chapter Summary 130
CHAPTER 5: Understanding How People Change 135
Chapter at a Glance 135
Beginning Cases: Preparation 135
Chapter Introduction 137
Understanding Individual Level Change 138
The Nature of Habits 138
Stages of Change 139
Endings and New Beginnings 145
The Experience of Change 148
Principles of Individual Level Change 154
The Relationship Between Individual Level and Organizational
Level Change 155
Chapter Summary 157
CHAPTER 6: Coaching For Change Success 161
Chapter at a Glance 161
Beginning Cases: Preparation 161
Chapter Introduction 163
What is Coaching and What it is Not 164
Principles to Keep in Mind When Coaching Adults 166
Implications of Using Adult Learning Principles for Coaching 168
Skills Needed to Coach 170
The Coaching Process 174
Critical Success Factors for Using Coaching During a Change
Programme 185
Chapter Summary 186
CHAPTER 7: Change Politics and Change Levers 189
Chapter at a Glance 189
Beginning Cases: Preparation 189
Chapter Introduction 191
Power and Politics 192
Change Management Practices Revisited: Designing Your Own Change Strategy 202
Understanding Change Levers 207
Chapter Summary 214
Conclusions 217
Index 229
