The Truth About Thriving in Change

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 them...how 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"...how 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. Cover Contents Preface Part I: The Truth About Staying or Going TRUTH 1 Life is 10% of what happens to you and 90% of how you react TRUTH 2 If your values don't agree, it's probably time to flee TRUTH 3 Service awards aren't what they used to be TRUTH 4 Teaching long division doesn't work on a Blackberry Part II: The Truth About What You should Pack TRUTH 5 It's not what you've got; it's what you need TRUTH 6 To manage change, you must lead change TRUTH 7 You can't do without a "can-do" attitude TRUTH 8 If you don't stand for something, you'll fall for anything Part III: The Truth About Those Early Days TRUTH 9 Run before you walk TRUTH 10 Keep your boss your biggest fan TRUTH 11 There are only three ways to introduce change TRUTH 12 Build the case: It's a challenge and an opportunity TRUTH 13 Teach others how to treat you Part IV: The Truth About Planning TRUTH 14 If you don't know where you're going, you won't get there TRUTH 15 To realize the future, you must create it TRUTH 16 Convert aspiration to invitation TRUTH 17 Having organizational values matters; living them means more TRUTH 18 Make the change agenda everyone's agenda Part V: The Truth About Communications TRUTH 19 We listen with our eyes TRUTH 20 Email is the tool of the devil TRUTH 21 People can't drink from a fire hose TRUTH 22 Conversion is for missionaries and crusaders Part VI: The Truth About Matching People with Purpose TRUTH 23 Organizational structure: Look in from the outside TRUTH 24 Build your team around your "A" players TRUTH 25 Candidate screening: Let the facts speak for themselves TRUTH 26 Avoid the ten potential "placement pitfalls" TRUTH 27 Don't surround yourself with yourself TRUTH 28 Why you need to get staffing right TRUTH 29 If you must "right-size," do it the right way Part VII: The Truth About Managing Performance TRUTH 30 One style does not fit all TRUTH 31 You can influence without authority TRUTH 32 You can't work the plan if you don't plan the work TRUTH 33 There's no excuse for excuses TRUTH 34 Know what buttons to push Part VIII: The Truth About Creating Your Cultural Framework TRUTH 35 Calm waters make for easier sailing TRUTH 36 Trust is a currency not easily earned, but easily spent TRUTH 37 If you're out of sight, you're probably out of touch TRUTH 38 Teams aren't a necessary evil TRUTH 39 Your way may not be the best way TRUTH 40 The whole is greater than the sum of the parts TRUTH 41 Embrace—don't run from—the questions TRUTH 42 Decision making: The fastest don't always finish first TRUTH 43 Exceptions: Can't live with them; can't live without them TRUTH 44 Employee discipline: Ask the more meaningful question Part IX: The Truth About Recognition and Reward TRUTH 45 Make every employee feel like your only employee TRUTH 46 A little formal recognition goes a long way Part X: The Truth About Sustenance TRUTH 47 Your best investment is in… YOU TRUTH 48 Your title is manager; your job is teacher TRUTH 49 Trying to be all things to all people is a slippery slope References About the Author