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Title: Change the Way You Lead Change
Subtitle: Leadership Strategies that REALLY Work
Author: David Herold, Donald Fedor
Narrator: Wayne Shepherd
Format: Unabridged
Length: 5 hrs and 36 mins
Language: English
Release date: 03-26-12
Publisher: University Press Audiobooks
Ratings: 4 of 5 out of 10 votes
Genres: Business, Leadership
Publisher's Summary:
Change is never a stepwise or easily prescribed process. Rather, it is messy and complicated, and its outcomes are easily swayed by a host of factors. In this context, leaders need to develop and utilize realistic frameworks for organizational change. They need to implement a holistic change model that defines and justifies the proposed change, and takes account of both the abilities of those who will be asked to lead and carry out the change, and the context in which the change is to occur.
To develop such a model, Herold and Fedor examined more than 300 changes and interviewed over 8,000 individuals who lived through them. They then reality-tested their model by bouncing their ideas off hundreds of managers who were living change on a day-to-day basis. Those ideas are collected in this practical book, which will be of use to anyone who is likely to lead change initiatives in almost any organizational environment-from executives, to consultants, to management students.
Critic Reviews:
"I recommend this book to anyone who may be called upon to act as a change agent." (William H. Anderson, Principal, Prudential Financial)
"Truly a who, what, when, where, why, & how on adapting to change. Kudos to the authors...a wonderful book...the model of all models on leading change!" (Gary Jones, Former Managing Director, Donaldson, Lufkin, & Jenrette, Inc.)
"...offers a practical model and some very useful examples and applications that will help the reader to beat the odds." (Steve Kerr, Senior Advisor, Goldman Sachs and former Head of Training and Development, Goldman Sachs and General Electric)
Members Reviews:
Change is inevitable, leadership isn't.
We all recognize the need for change, or at least the inevitability that our organizations must change as the environment changes, as technology changes, as the market conditions change, etc.. What isn't often recognized is the multidimensionality of the issues relating to successful changes, and the degree to which change depends on managing people and how they interrelate. This important book explains how organizational changes can go awry, and what ingredients are needed to avoid numerous hidden pitfalls.
For example, the success of directives from above to bring about change depends not only on the correctness of the objectives, but also on the alignment of employees and other stakeholders with these objectives and their willingness and interest in making the changes happen. What may seem like a simple, obvious path to change can easily be delayed or blocked by hidden sources of resistance that cannot simply be steam-rolled or shoved aside. The attitudes and perceptions of individual change agents at many levels of the organization can have a profound affect on the outcome.
Specific examples, and research results are presented to show how various approaches to change succeed or fail depending on these and other factors. It is a fascinating and rigorous study of the fundamental psychological processes that occur when organizations undergo change, and what leadership must pay close attention to in order to make changes work.
Easy reading that goes straight to the point
This book as suggested by the professor at GA Tech and she couldn't have been more assertive on choosing this book.
