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| change management questions for leaders: No Bullsh!t Leadership Martin G. Moore, 2021-09-28 What makes a truly exceptional leader? Discover the practical, fail-proof tools that will help you to fine-tune your leadership skills, solidify respect among your workforce, and ensure your company’s lasting success. When Martin G. Moore was asked to rescue a leading energy corporation from ever-increasing debt and a lack of executive accountability, he faced an uphill battle. Not only had he never before stepped into the role of CEO; he also had no experience in the rapidly evolving energy sector. Relying on the practical leadership principles he had honed throughout his thirty-three-year career, he overhauled the company’s culture, redefined its leadership capability, and increased earnings by a compound annual growth rate of 125 percent. In No Bullsh!t Leadership, Moore outlines these proven leadership principles in a clear, direct way. He sweeps away the mystical fog surrounding leadership today and lays out the essential steps for success. Moore combines this tangible advice with honest, real-world examples from his own career to provide a no-nonsense look at the skills a true leader possesses. Moore’s principles for no bullshit leadership focus on: Creating value by focusing only on the things that matter most Facing conflict, adversity, and ambiguity with decisiveness and confidence Setting uncompromising standards for behavior and performance Selecting and developing great people Making those people accountable, and empowering them to do their best Setting simple, value-driven goals and communicating them relentlessly Though the steps aren’t easy, they are guaranteed, if implemented, to lift your leadership–and your organization–to a higher level. Wherever you are in your career, No Bullsh!t Leadership will help you develop the skills and form the habits needed to become a no bullshit leader. |
| change management questions for leaders: Change Management Jeffrey M. Hiatt, Timothy J. Creasey, 2003 Change management is the missing piece that takes good ideas and turns them into business success. This book is not only a solid introduction to the discipline of change management, but is the primer to catalyze change leadership and competency in your organization. The responsibility for creating competencies to manage and lead change does not rest solely with HR, but lies within all management, right to the seat of the CEO. This book is a practical look at what it means to manage the people side of change |
| change management questions for leaders: Leadership and Change Management Annabel Beerel, 2009-05-13 Recognizing and responding to change is the oxygen of life for an organization, and leadership is fundamentally about focusing organizations on these new realities. Leadership and Change Management provides the reader with a practical, real-world understanding of several dimensions of leadership that are usually neglected in management textbooks, such as the nature of new realities and how managers can improve their insight into them, and how leaders can identify and overcome resistance to change. Drawing on a wide range of insightful, global real-life case studies to capture the imagination, the topics covered include critical systems thinking, philosophies of leadership, group dynamics, authority, ethics, personal character and the psychology of leadership. This comprehensive text will be of interest to anyone looking for a more thoughtful engagement with the key issues in leadership and change management. |
| change management questions for leaders: Buy-In John P. Kotter, Lorne Whitehead, 2010-10-06 You've got a good idea. You know it could make a crucial difference for you, your organization, your community. You present it to the group, but get confounding questions, inane comments, and verbal bullets in return. Before you know what's happened, your idea is dead, shot down. You're furious. Everyone has lost: Those who would have benefited from your proposal. You. Your company. Perhaps even the country. It doesn't have to be this way, maintain John Kotter and Lorne Whitehead. In Buy-In, they reveal how to win the support your idea needs to deliver valuable results. The key? Understand the generic attack strategies that naysayers and obfuscators deploy time and time again. Then engage these adversaries with tactics tailored to each strategy. By inviting in the lions to critique your idea--and being prepared for them--you'll capture busy people's attention, help them grasp your proposal's value, and secure their commitment to implementing the solution. The book presents a fresh and amusing fictional narrative showing attack strategies in action. It then provides several specific counterstrategies for each basic category the authors have defined--including: · Death-by-delay: Your enemies push discussion of your idea so far into the future it's forgotten. · Confusion: They present so much data that confidence in your proposal dies. · Fearmongering: Critics catalyze irrational anxieties about your idea. · Character assassination: They slam your reputation and credibility. Smart, practical, and filled with useful advice, Buy-In equips you to anticipate and combat attacks--so your good idea makes it through to make a positive change. |
| change management questions for leaders: Beyond Performance Scott Keller, Colin Price, 2011-06-01 The secret of achieving and sustaining organizational excellence revealed In an ever-changing world where only a third of excellent organizations stay that way over the long term, and where even fewer are able to implement successful change programs, leaders are in need of big ideas and new tools to thrive. In Beyond Performance, McKinsey & Company's Scott Keller and Colin Price give you everything you need to build an organization that can execute in the short run and has the vitality to prosper over the long term. Drawing on the most exhaustive research effort of its kind on organizational effectiveness and change management, Keller and Price put hard science behind their big idea: that the health of an organization is equally as important as its performance. In the book's foreword, management guru Gary Hamel refers to this notion as a new manifesto for thinking about organizations. The authors illustrate why copying management best practices from other companies is more dangerous than helpful Clearly explains how to determine the mutually reinforcing combination of management practices that best fits your organization's context Provides practical tools to achieve superior levels of performance and health through a staged change process: aspire, assess, architect, act, and advance. Among these are new techniques for dealing with those aspects of human behavior that are seemingly irrational (and therefore confound even the smartest leaders), yet entirely predictable Ultimately, building a healthy organization is an intangible asset that competitors copy at their peril and that enables you to skillfully adapt to and shape your environment faster than others—giving you the ultimate competitive advantage. |
| change management questions for leaders: Lift Ryan W. Quinn, Robert E. Quinn, 2015-07-31 Just as the Wright Brothers combined science and practice to finally realize the dream of flight, Ryan and Robert Quinn combine research and personal experience to demonstrate how to reach a psychological state that elevates us and those around us to greater heights of achievement, integrity, openness, and empathy. It's the psychological equivalent of aerodynamic lift, and it is the fundamental state of leadership. This book draws on recent advances in positive psychology and organizational science to describe four questions that, when asked in any situation, will help us experience the fundamental state of leadership. Engaging personal stories illustrate how the Quinns and others have applied these concepts at work, at home, and in the community. -- |
| change management questions for leaders: What to Ask the Person in the Mirror Robert S. Kaplan, 2011 Harvard Business School professor and business leader Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. |
| change management questions for leaders: Motivational Interviewing for Leaders in the Helping Professions Colleen Marshall, Anette Søgaard Nielsen, 2020-07-17 Written expressly for leaders in health care and the social services, this accessible book shows how motivational interviewing (MI) can transform conversations about change within an organization. The authors demonstrate powerful ways to use MI to generate solutions and get employees and organizations unstuck, whether mentoring a staff member in a new role, addressing performance problems, or redesigning procedures or programs. Readers are guided to skillfully and ethically apply the core MI processes--engaging, focusing, evoking, and planning--in the management context. User-friendly features include reproducible worksheets, end-of-chapter self-reflection exercises, and extended case vignettes. Purchasers get access to a companion website where they can download and print these materials in a convenient 8 ½ x 11 size. This book is in the Applications of Motivational Interviewing series, edited by Stephen Rollnick, William R. Miller, and Theresa B. Moyers. |
| change management questions for leaders: Simply Brilliant William C. Taylor, 2016-09-20 'There's no such thing as an average or old-fashioned business, just average or old-fashioned ways to do business. In fact, the opportunity to reach for extraordinary may be most pronounced in settings that have been far too ordinary for far too long' Far away from Silicon Valley, in familiar, traditional, even unglamorous fields, ordinary people are unleashing extraordinary advances that amaze customers, energize employees, and create huge economic value. Their secret? They understand that inventing the future doesn't just mean designing mobile apps and developing virtual-reality headsets. In Simply Brilliant, the visionary co-founder of Fast Company William C. Taylor goes behind the scenes at some of the unsung organizations that are revolutionizing their otherwise humdrum fields. These unlikely agents of change range from a parking garage that also serves as a wedding venue, to a military insurance company that puts salespeople through simulated overseas deployment. The message is both simple and subversive: in a time of wrenching disruptions and exhilarating leaps, of unrelenting turmoil and unlimited promise, the future is open to everybody. Simply Brilliant illustrates how breakthrough creativity and breakaway performance can be summoned in all industries, if leaders dare to reimagine what's possible in their fields. |
| change management questions for leaders: Blue Ocean Leadership (Harvard Business Review Classics) W. Chan Kim, Renée A. Mauborgne, 2017-05-30 Ten years ago, world-renowned professors W. Chan Kim and Renee Mauborgne broke ground by introducing blue ocean strategy, a new model for discovering uncontested markets that are ripe for growth. In this bound version of their bestselling Harvard Business Review classic article, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees. Research indicates that this gulf is vast: According to Gallup, 70% of workers are disengaged from their jobs. If companies could find a way to convert them into engaged employees, the results could be transformative. The trouble is, managers lack a clear understanding of what changes they could make to bring out the best in everyone. In this article, Kim and Mauborgne offer a solution to that problem: a systematic approach to uncovering, at each level of the organization, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the company to start doing them. Blue ocean leadership works because the managers' customers--that is, the people managers oversee and report to--are involved in identifying what's effective and what isn't. Moreover, the approach doesn't require leaders to alter who they are, just to undertake a different set of tasks. And that kind of change is much easier to implement and track than changes to values and mind-sets. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world--and will have a direct impact on you today and for years to come. |
| change management questions for leaders: Charting Change Braden Kelley, 2016-03-31 Research shows that up to seventy percent of all change initiatives fail. Let's face it, change is hard, as is getting an organization on board and working through the process. One thing that has been known to be effective is onboarding teams not only to understand this change, but to see the process and the progress of institutional change. Charting Change will help teams and companies visualize this complicated process. Kelley has developed the Change Planning Canvas, which enables leadership and project teams to easily discuss the variable that will influence the change effort and organize them in a collaborative and visual way. It will help managers build a cohesive approach that can be more easily embraced by employees who are charged with the actual implementation of change. This book will teach readers how to use this visual toolkit to build a common language and vision for implementing change. |
| change management questions for leaders: Tempered Radicals Debra Meyerson, 2003 This text explores the experiences of tempered radicals. These are people who want to become valued and successful members of their organisations without selling out on who they are and what they believe in. |
| change management questions for leaders: Interview Questions and Answers Richard McMunn, 2013-05 |
| change management questions for leaders: Questions Are the Answer Hal Gregersen, 2018-11-13 2018 Nautilus Book Awards Silver Winner What if you could unlock a better answer to your most vexing problem—in your workplace, community, or home life—just by changing the question? Talk to creative problem-solvers and they will often tell you, the key to their success is asking a different question. Take Debbie Sterling, the social entrepreneur who created GoldieBlox. The idea came when a friend complained about too few women in engineering and Sterling wondered aloud: why are all the great building toys made for boys? Or consider Nobel laureate Richard Thaler, who asked: would it change economic theory if we stopped pretending people were rational? Or listen to Jeff Bezos whose relentless approach to problem solving has fueled Amazon’s exponential growth: “Getting the right question is key to getting the right answer.” Great questions like these have a catalytic quality—that is, they dissolve barriers to creative thinking and channel the pursuit of solutions into new, accelerated pathways. Often, the moment they are voiced, they have the paradoxical effect of being utterly surprising yet instantly obvious. For innovation and leadership guru Hal Gregersen, the power of questions has always been clear—but it took some years for the follow-on question to hit him: If so much depends on fresh questions, shouldn’t we know more about how to arrive at them? That sent him on a research quest ultimately including over two hundred interviews with creative thinkers. Questions Are the Answer delivers the insights Gregersen gained about the conditions that give rise to catalytic questions—and breakthrough insights—and how anyone can create them. |
| change management questions for leaders: ADKAR Jeff Hiatt, 2006 In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change. |
| change management questions for leaders: Change Intelligence Barbara A. Trautlein, 2013 In the world of business, the ability to handle constant change makes the difference between success and failure. Today, executives, supervisors, and project managers have plenty of methodologies for managing change, yet the failure rate of major organizational change is still an abysmal 70 percent. In this innovative guide, Barbara Trautlein argues that this is because our current approaches are inadequate when not used in tandem with a deep understanding of change intelligence, or CQ the skill set required to lead a team or company through vital transformations. Inside, she gives readers access to a proprietary, interactive CQ assessment that s based on substantial research and experience in working with hundreds of top organizations. And after readers learn their own change leader style, they go on to discover practical strategies for leveraging their strengths and shoring up their weak spots. Trautlein, a leading authority on change leadership, keeps the theory light and delves into insightful case studies drawn from her decades of experience. Her example-based approach allows readers to plainly see how they can start driving real transformation not by adopting yet another new tool but by bolstering their own capacity for change leadership. |
| change management questions for leaders: Global Perspectives on Change Management and Leadership in the Post-COVID-19 Era Al-Aali, Ebtihaj, Masmoudi, Meryem, 2021-04-02 The COVID-19 pandemic is the largest global health crisis that we have faced since World War II. The greatest challenge for organizations was to establish a clear vision for a quick change that needs to be shared with employees in a way that is both understandable and inspiring. The year 2020 is a time of global change where leaders need to fulfill the change management role with decisions made efficiently and sustainably. To understand the impact of the pandemic on organizations, researchers will need to trace leadership development and change management in the Post-COVID-19 Era. These studies will help to present the different types of leadership roles, policies, and strategies for business transformation in the time of crisis. Global Perspectives on Change Management and Leadership in the Post-COVID-19 Era highlights the global perspectives of COVID-19’s impact on change management and leadership and presents the lessons learned and opportunities afforded to promote new strategies and develop better practices within the field. The chapters report on case studies and real-life challenges faced by organizations in countries across the globe. This book covers important topics such as business sustainability, newfound challenges in the workplace, adaptive performance, success factors within organizations, corporate governance, and more. This is a valuable reference work for managers, executives, practitioners, researchers, students, academicians, stakeholders, business leaders, and anyone interested in leadership styles and the management of change during and after the COVID-19 pandemic. |
| change management questions for leaders: Good Leaders Ask Great Questions John C. Maxwell, 2014-10-07 A #1 New York Times bestselling author and leadership expert answers questions from his readers about what it takes to be in charge and make a difference. John Maxwell, America's #1 leadership authority, has mastered the art of asking questions, using them to learn and grow, connect with people, challenge himself, improve his team, and develop better ideas. Questions have literally changed Maxwell's life. In GOOD LEADERS ASK GREAT QUESTIONS, he shows how they can change yours, teaching why questions are so important, what questions you should ask yourself as a leader, and what questions you should be asking your team. Maxwell also opened the floodgates and invited people from around the world to ask him any leadership question. He answers seventy of them--the best of the best--including . . . What are the top skills required to lead people through difficult times? How do I get started in leadership? How do I motivate an unmotivated person? How can I succeed working under poor leadership? When is the right time for a successful leader to move on to a new position? How do you move people into your inner circle? No matter whether you are a seasoned leader at the top of your game or a newcomer wanting to take the first steps into leadership, this book will change the way you look at questions and improve your leadership life. |
| change management questions for leaders: Leading with Questions Michael J. Marquardt, 2014-02-17 Many leaders are unaware of the amazing power of questions. Our conversations may be full of requests and demands, but all too often we are not asking for honest and informative answers, and we don’t know how to listen effectively to responses. When leaders start encouraging questions from their teams, however, they begin to see amazing results. Knowing the right questions to ask—and the right way to listen—will give any leader the skills to perform well in any situation, effectively communicate a vision to the team, and achieve lasting success across the organization. Thoroughly revised and updated, Leading with Questions will help you encourage participation and teamwork, foster outside-the-box thinking, empower others, build relationships with customers, solve problems, and more. Michael Marquardt reveals how to determine which questions will lead to solutions to even the most challenging issues. He outlines specific techniques of active listening and follow-up, and helps you understand how questions can improve the way you work with individuals, teams, and organizations. This new edition of Leading with Questions draws on interviews with thirty leaders, including eight whose stories are new to this edition. These interviews tell stories from a range of countries, including Singapore, Guyana, Korea, and Switzerland, and feature case studies from prominent firms such as DuPont, Alcoa, Novartis, and Cargill. A new chapter on problem-solving will help you apply questions to your toughest situations as a leader, and a new “Questions for Reflection” section at the end of each chapter will help you bring Marquardt’s message into all of your work as a leader. Now more than ever, Leading with Questions is the definitive guide for becoming a stronger leader by identifying—and asking—the right questions. |
| change management questions for leaders: Enterprise Change Management David Miller, Audra Proctor, 2016-04-03 One of the biggest challenges facing organizations today is the ability to deliver the necessary change to sustain competitive advantage and adapt to economic and market environments. However, the gap between what organizations would like to deliver and their capabilities to do so is getting increasingly wide. Enterprise Change Management provides a practical roadmap for bridging this gap to help organizations build the sustainable capabilities to implement a portfolio of changes. Based on research on change performance from over 300 organizations and 400,000 data points over a 21-year period, Enterprise Change Management will help diagnose the root causes of the organizational change gap, manage demand for change and create the context for successful continuous change in the organization. This book introduces five core capabilities - adaptive leadership; executing single changes effectively; managing the demand for change; hiring resilient people and creating the context for successful change. Frameworks, processes and tools help readers assess change capabilities and then create a strategy to close the change gap and improve performance in their organization. |
| change management questions for leaders: Leading Change John P. Kotter, 2012 From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. |
| change management questions for leaders: Change Management Fables Peter F Gallagher, 2019-03-13 Leadership of Change® Volume 1: Change Management Fables Change Management Fables: Ten fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations. About this Book: Leaders go about their daily task of implementing the organisation’s strategy to deliver financial results. All of a sudden there is a change explosion that disrupts normal day-to-day operations. This is the leadership paradox: implementing change versus delivering day-to-day operations. Leaders then need to adjust their focus to implement the change, so that the organisation stays ahead of the competition and continues to deliver revenue to its shareholders. That means the change has to ensure a return on investment, full employee change adoption, and sustainable change. Leadership of Change Volume 1 represents the author’s experiences throughout his career, it, provides ten practical stories of typical and consistent change management challenges that organisations and leaders experience when implementing organisation change, transitioning their organisation from the current ‘a’ state to the future ‘B’ state. Potential solutions are introduced which are developed in Volumes 2 and 3. This book includes illustrations as well as the a2B Change Management Framework®(a2BCMF®), the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model. Other Leadership of Change® Volumes: Volume 2 - a2B Change Management Pocket Guides Volume 3 – Change Management Handbook The volumes in this series are intended to be leading practice in organisational change management and implementation, which supports strategy execution. They are based on the author’s work, with over thirty years of organisational change implementation, transformation, and business improvement experience in over twenty countries. Volume 1 shares change management challenges and experiences told through ten short fables that are based in some way on the author’s work experience. Volume 2 is the a2B Change Management Pocket Guide that is practical, hands-on and provides a framework, concepts, models and techniques to help employees with change implementation. Volume 3 is the a2B Change Management Handbook which provides many more concepts and much more detail than contained within the Pocket Guide. Change Management Pocket Guide: This pocket guide contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®. About this Book: This pocket guide is a practical, hands-on guide built around the a2B Change Management Framework® (a2BCMF®) with over thirty models, tool and change concepts. It is designed to support change practitioners delivering hands-on organisational change. The pocket guide supports a programme approach to organisational change, starting with ‘change definition’ (strategy alignment) and moving through to ‘closing and sustain’ the change. The ten-step a2BCMF® is supported by over thirty concepts, a change adoption model, a behavioural change model, figures, assessments, tools, templates, checklists and plans, as well as a roadmap and glossary. It covers the key change management concepts such as sponsorship, communications, readiness, resistance and adoption. The assessments provide valuable input on whether the team should progress from one critical a2BCMF® step to the next. Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study. About this Book: This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. The Leadership of Change Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model. |
| change management questions for leaders: Best Practices in Leadership Development and Organization Change Louis Carter, Dave Ulrich, Marshall Goldsmith, 2012-07-05 In this important book, successful organizations—including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair—share their most effective approaches, tools, and specific methods for leadership development and organizational change. These exemplary organizations serve as models for leadership development and organizational change because they Commit to organizational objectives and culture Transform behaviors, cultures, and perceptions Implement competency or organization effectiveness models Exhibit strong top management leadership support and passion |
| change management questions for leaders: Choosing Strategies for Change John P. Kotter, 1979-01-01 |
| change management questions for leaders: Becoming the Change: Leadership Behavior Strategies for Continuous Improvement in Healthcare John Toussaint, Kim Barnas, 2020-08-25 Two renowned experts in healthcare transformation show how leaders are implementing behavior-driven strategies to ensure quality care and create lasting change. Healthcare is in the midst of a massive disruption. With financial structures in tatters and the future uncertain, this is the moment to begin the revolution. But first, leaders need to learn how to support staff at all levels as they make transformational improvements in care. This book demonstrates that real change is very personal and has to start at the top―whether you’re an executive, governing board member, manager, or physician. A powerful new approach to healthcare leadership, this book showcases executives in health systems around the world as they: Practice behavior-based solutions to organizational problems Learn how to support continuous improvement Be more present in their leadership role Learn how to reflect and assess themselves as leaders Achieve better results for patients Drawing on a wealth of behavioral research, industry case studies, and personal insights from healthcare professionals, the authors explore how change actually happens—from the inside out, top to bottom, throughout the whole organization. You’ll learn how healthcare systems led by people who are compassionate, principled, and engaged can undergo profound and lasting transformation. Find proven strategies for cultivating principle-driven behaviors that can turn the remotest possibilities on the healthcare horizon into a new working reality. This is more than a leadership guide to revolutionizing healthcare. This is about being a force for change that makes life better for patients, caregivers, and all stakeholders. If you want to take the lead in making change happen, start with Becoming the Change. |
| change management questions for leaders: Transitions William Bridges, 2004-08-11 The best-selling guide for coping with changes in life and work, named one of the 50 all-time best books in self-help and personal development Whether you choose it or it is thrust upon you, change brings both opportunities and turmoil. Since Transitions was first published, this supportive guide has helped hundreds of thousands of readers cope with these issues by providing an elegantly simple yet profoundly insightful roadmap of the transition process. With the understanding born of both personal and professional experience, William Bridges takes readers step by step through the three stages of any transition: The Ending, The Neutral Zone, and, eventually, The New Beginning. Bridges explains how each stage can be understood and embraced, leading to meaningful and productive movement into a hopeful future. With a new introduction highlighting how the advice in the book continues to apply and is perhaps even more relevant today, and a new chapter devoted to change in the workplace, Transitions will remain the essential guide for coping with the one constant in life: change. |
| change management questions for leaders: The Art of Change Leadership Cheryl Cran, 2015-10-22 Be an transformational leader during times of rapid organizational change The Art of Change Leadership represents a major milestone in the study of change leadership. An approachable yet thorough guide for leaders and team members that illustrates how to increase speed and agility during times of intense technological innovation and fast change, this resource focuses on the ways in which you, as an individual, can harness your unique abilities to lead cultural change and personal leadership in a positive and proactive way. Through eleven comprehensive chapters, explore the need for increased human brain speed, how to improve your focus, the body/mind connection, agility within a team setting, improving productivity, communication with your team, and more. Technology, globalization, evolving business models—these are just some of the variables impacting the competitive landscapes across virtually all industries. To keep up with the changes that these and other factors are creating, it is critical that you are able to understand what change leadership is, why it is important, and how you can leverage it in your workplace to positively impact your company. Explore research on change leadership vs. change management to improve business Leverage technology to improve productivity and adaptability to rapid change Evolutionary approaches to change leadership that include energy management and innovative mindset approaches Discover questionnaires, assessments and quizzes to assess your change leadership agilities The Art of Change Leadership is a (r)evolutionary text that prepares you to increase your team's speed and agility, and to thrive in today's continually evolving business environment. |
| change management questions for leaders: A More Beautiful Question Warren Berger, 2014-03-04 To get the best answer-in business, in life-you have to ask the best possible question. Innovation expert Warren Berger shows that ability is both an art and a science. It may be the most underappreciated tool at our disposal, one we learn to use well in infancy-and then abandon as we grow older. Critical to learning, innovation, success, even to happiness-yet often discouraged in our schools and workplaces-it can unlock new business opportunities and reinvent industries, spark creative insights at many levels, and provide a transformative new outlook on life. It is the ability to question-and to do so deeply, imaginatively, and “beautifully.” In this fascinating exploration of the surprising power of questioning, innovation expert Warren Berger reveals that powerhouse businesses like Google, Nike, and Netflix, as well as hot Silicon Valley startups like Pandora and Airbnb, are fueled by the ability to ask fundamental, game-changing questions. But Berger also shares human stories of people using questioning to solve everyday problems-from “How can I adapt my career in a time of constant change?” to “How can I step back from the daily rush and figure out what really makes me happy?” By showing how to approach questioning with an open, curious mind and a willingness to work through a series of “Why,” “What if,” and “How” queries, Berger offers an inspiring framework of how we can all arrive at better solutions, fresh possibilities, and greater success in business and life. |
| change management questions for leaders: Rising to Power Ron A. Carucci, Eric C. Hansen, 2014-09-23 Rising to Power is a time tested, wisdom-packed guide for executives desiring to be exceptional leaders as they navigate their ascent to the highest levels of their organization. Nearly two-thirds of all leaders entering executive roles lack sufficient understanding of what is required and are unprepared for what they will face, which explains why 50 percent of them fail within the first eighteen months. For decades we have known that failure rates among transitioning executives are too high, causing exorbitant costs, damaged organizations, and stalled careers. Still, little has changed in the way organizations prepare leaders to assume executive positions. Three-fourths of new executives say their organization did not adequately prepare them for the executive office. It doesn’t have to be this way. If you are an executive—or you’re aspiring to be one—and considering how you will navigate the ascent in your organization, Rising to Power will serve you like no other resource can. Odds are high you have watched a promising executive fail on their way up. Like many, you scratched your head, wondering, “Why didn’t they see that coming?” Now you’re hoping not to be the next one that falls. Rising to Power will guide you on a predictable journey of ascent, through the transitional moments and issues most common in executive failure. It will bolster your confidence, open your eyes, deepen your insight, and if you let it, reveal your own proclivities for failure that you may not even recognize. Based on a ten-year longitudinal study, Rising to Power offers a profoundly new way of looking at an executive’s rise in an organization, and offers an approach to significantly increase your odds of success. |
| change management questions for leaders: The Leadership Forge Joe Scherrer, 2014-10-01 The Leadership Forge delivers fifty leadership insights from a highly decorated Air Force veteran that speak clearly to leaders of all types. It captures in a refreshing and engaging way the wide variety of issues leaders confront in their careers. Each chapter unpacks leadership concepts concisely, while offering pertinent stories, scientific research, and self-coaching questions that can be applied to anyone's leadership journey. Both the seasoned executive and the new leader will find the insights of The Leadership Forge informative, edifying, and entertaining. |
| change management questions for leaders: Organisational Change Dianne Waddell, Andrew Creed, Thomas G. Cummings, Christopher G. Worley, 2016-08-31 Change Management is a crucial process for gaining the competitive advantage that is the goal of many organisations. Leaders and change agents are often faced with conflicting challenges of motivating and understanding increasingly diverse workforces, accounting to stakeholders and planning for the future in a chaotic environment. Comprising 12 chapters in 6 parts, the text opens with an explanation of the environment of change faced by organisations today. It then deals with managing organisational development, which is a planned process of change which is often subject to the incursions of organisational transformation, a more dramatic and unpredictable type of change. With the field of organisational change continuing to evolve, especially in an international context, future directions of change management are also discussed. Finally, to emphasise the relationship between theory to practice, Organisational Change: Development and Transformation 6e provides 10 local and international case studies and a suite of online cases supported by a case matrix. Case studies, exercises and support material present the challenges of change management in a real-life manner - examining issues from a variety of viewpoints. |
| change management questions for leaders: Change with Confidence Phil Buckley, 2013-03-04 Praise for CHANGE WITH CONFIDENCE “Phil Buckley is a world-class change leader and world-champion enthusiast for effective change management. Straightforward and engaging, Phil addresses the 50 questions all change managers need to answer with confidence in order to succeed. Rare too for an author in this field, he shares the ‘how-not-to’ as well as the ‘how-to.’ This is a book any manager wanting to succeed in change should keep close by.” — Professor Chris Bones, Dean Emeritus, Henley Business School; Professor of Leadership, University of Manchester; and award-winning author of The Cult of the Leader “Phil Buckley’s book gives excellent, practical advice on how to implement change in any private or public organization. What makes Change with Confidence so special is that it is organized around questions that anybody who is engaged in or leading change management will find to be key to their success. The real-life examples given for each question make this a very readable book. A must-buy for anybody who wants to avoid the most common mistakes in change management.” — Stefan A. Bomhard, President, Europe, Bacardi Martini Group “Change with Confidence provides leaders and leaders of change with a wealth of knowledge and experience that they can apply to their own change initiatives, and the real-world examples provide additional clarity on how to successfully manage or avoid common pitfalls.” — David Sculthorpe, CEO, Heart and Stroke Foundation of Canada Change Management is about helping people decide to change successfully If you have been charged with leading a change initiative, chances are you were chosen for the job—that is, you didn’t volunteer, but rather were tapped to lead or manage a large change project. You may have been given a short briefing and left to your own devices to succeed or fail in an uncertain, often threatening, environment. You may find yourself struggling to adapt your skill set to unfamiliar and anxiety-inducing conditions, conscious that your performance will affect your future career paths. Change with Confidence addresses the 50 biggest questions that change leaders ask time and again, and provides the context, examples, and advice to answer them well, and to enable successful, sustainable change. Whether you’re trying to figure it out, are in the planning stage, are actively managing or are working to make it stick, you’ll find guidance for a wide range of issues, including: Analyzing previous change initiatives to see what worked, what didn’t, and why Finding out who can influence your success or failure, help you, or trip you up Determining what resources you’ll need and how to get them Overcoming change fatigue and opposition to change. Although every change has its own circumstances, there are proven processes, tactics, and behaviors that lead to lasting success. Change with Confidence offers practical, experience-based advice on a difficult and stressful challenge. |
| change management questions for leaders: Smart Leadership Mark Miller, 2022-01-11 Escape the mediocrity that ensnares so many in business and become a better, more effective leader. Have you ever wondered what it would take to be a better leader, or achieve your wildest dreams, or make a bigger difference in the world? The answer lies in the choices you make: about everything from how you spend your time to the way you view the world. Smart Leadership is the latest essential business title from internationally bestselling author of Win the Heart and Chess Not Checkers Mark Miller. In this book, he shares the four research-based “smart choices” the best leaders make to scale their influence and results. By teaching you how to Confront Reality, Grow Capacity, Fuel Curiosity, and Create Change, Miller will help you: Bring fresh eyes and fresh thinking to your leadership approach. Increase your confidence in your ability to make a difference. Lead at levels you never thought possible. Accelerate your learning curve so that all these benefits come faster and more naturally. With this guide, your leadership—and your life—will be transformed forever. |
| change management questions for leaders: The Change Manager's Handbook Harley Lovegrove, 2023-05-21 The Change Manager's Handbook is an easy to read kaleidoscope of a book that covers the whole topic of change management from the theory right through to a very practical step-by-step guide to implementing sustainable change. The book is written in a very accessible and easy to read style and is cram packed with useful tips and tricks, images and cartoons that every Change Manager will find useful to bring about change in their organisation. A downloadable 'Toolbox' (available from the publishers) accompanies the book. It contains more than forty project ready templates and tools plus all the cartoons illustrated in the book. The author, Harley Lovegrove has been managing change in both giant multi-nationals and tiny family businesses for the last two decades. Working for brands such as Levis and Bayer, he won international recognition for his pragmatic and down to earth approach. His methodology 'OR' (Organisational Readiness), is a beautifully simple way of focusing a change project around a single set of criteria that not only guides the Business in the right direction but also indicates precisely when everything is in place to implement the required change. |
| change management questions for leaders: Change Leadership: The Kotter Collection (5 Books) John P. Kotter, Dan Cohen, 2014-08-12 This impressive collection features the best works by John P. Kotter, known worldwide as the authority on leadership and change. Curated by Harvard Business Review, the longtime publisher of some of Kotter’s most important ideas, the Change Leadership set features full digital editions of the author’s classic books, including bestsellers Leading Change, The Heart of Change, and A Sense of Urgency, as well as “What Leaders Really Do” and his newly published book Accelerate, which is based on the award-winning article of the same name that appeared in Harvard Business Review in late 2013. Kotter’s books and ideas have guided and inspired leaders at all levels. He is the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School, an award-winning business and management thought leader, a successful entrepreneur, and an inspirational speaker. His ideas have helped to mobilize people around the world to better lead organizations, and their own lives, in an era of increasingly rapid change. This specially priced collection offers Kotter’s best practical advice, management insights, and useful tools to help you successfully lead and implement change in your organization—and master the art of change leadership. |
| change management questions for leaders: To Be Honest Ron A. Carucci, 2021-05-03 WINNER: NYC Big Book Award 2021 - Business General WINNER: Goody Business Book Awards - Business General FINALIST: Good Business Book Awards - Leadership: General and Think Differently Selected as one of Bloomberg's Best Books of 2021: Nominated by the founder and executive director of the Aspen Institute Business and Society Program DISTINGUISHED FAVORITE: Independent Press Award 2022 - Business General Under what conditions will people tell the truth, behave fairly and act with purpose at work? And when will they lie, cheat and be selfish? Based on 15 years of research, To Be Honest explains how four factors (Clear Identity, Accountability, Governance and Cross-Functional Relationships) affect honesty, justice and purpose within a company. When these factors are absent or ineffective, the organizational conditions compel employees to choose dishonesty and self-interest. But when done well, the organization is 16 times more likely to have people tell the truth, behave fairly and serve a greater good. To Be Honest shares the stories of leaders who have acted with purpose, honesty and justice even when it was difficult to do so. In-depth interviews with CEOs and senior executives from exemplar companies such as Patagonia, Cabot Creamery, Microsoft and others reveal what it takes to build purpose-driven companies of honesty and justice. Interviews with thought leaders like Jonathan Haidt, Amy Edmondson, Dan Ariely and James Detert offer rich insights on how leaders can become more honest and purposeful. You'll learn how Hubert Joly took Best Buy from a company on the brink of bankruptcy to one that is profitable, thriving and purposeful. Filled with real-life examples, To Be Honest offers actionable steps, practical tools and approaches that any leader or manager can use to create a culture of purpose, honesty and justice. |
| change management questions for leaders: Engineering Your Future Stuart G. Walesh, 2012-03-06 Round out your technical engineering abilities with the business know-how you need to succeed Technical competency, the hard side of engineering and other technical professions, is necessary but not sufficient for success in business. Young engineers must also develop nontechnical or soft-side competencies like communication, marketing, ethics, business accounting, and law and management in order to fully realize their potential in the workplace. This updated edition of Engineering Your Future is the go-to resource on the nontechnical aspects of professional practice for engineering students and young technical professionals alike. The content is explicitly linked to current efforts in the reform of engineering education including ABET's Engineering Criteria 2000, ASCE's Body of Knowledge, and those being undertaken by AAEE, AIChE and ASME. The book treats essential nontechnical topics you'll encounter in your career, like self-management, interpersonal relationships, teamwork, project and total quality management, design, construction, manufacturing, engineering economics, organizational structures, business accounting, and much more. Features new to this revised edition include: A stronger emphasis on management and leadership A focus on personal growth and developing relationships Expanded treatment of project management Coverage of how to develop a quality culture and ways to encourage creative and innovative thinking A discussion of how the results of design, the root of engineering, come to fruition in constructing and manufacturing, the fruit of engineering New information on accounting principles that can be used in your career-long financial planning An in-depth treatment of how engineering students and young practitioners can and should anticipate, participate in, and ultimately effect change If you're a student or young practitioner starting your engineering career, Engineering Your Future is essential reading. |
| change management questions for leaders: Making Sense of Change Management Esther Cameron, Mike Green, 2015-03-03 The definitive, bestselling text in the field of change management, Making Sense of Change Management provides a thorough overview of the subject for both students and professionals. Along with explaining the theory of change management, it comprehensively covers the models, tools, and techniques of successful change management so organizations can adapt to tough market conditions and succeed by changing their strategies, structures, boundaries, mindsets, leadership behaviours and of course their expectations of the people who work within them. This completely revised and updated 4th edition of Making Sense of Change Management includes more international examples and case studies, emerging new thinking and practice in the area of cultural change and a new chapter on the interrelationship with project management (PM) and change management. It also covers complexity models, agile approaches, and stakeholder management along with cultural sensitivity and what to do when cultures collide. Making Sense of Change Management remains essential reading for anyone who is currently part of, or leading, a change initiative. Online supporting resources include lecture slides, making this an ideal textbook for MBA or graduate students focusing on leading or managing change. |
| change management questions for leaders: Matsushita Leadership John P. Kotter, 2012-12-11 He was one of the most inspirational role models of all time. Thrown into poverty at age four, Konosuke Matsushita (Mat-SOSH-ta) struggled with the early deaths of family members, an apprenticeship which demanded sixteen-hour days at age nine, all the problems associated with starting a business with neither money nor connections, the death of his only son, the Great Depression, the horror of World War II in Japan, and more. Yet John P. Kotter shows in this fascinating and instructive book how, instead of being ground down by these hardships, Matsushita grew to be a fabulously successful entrepreneur and business leader, the founder of Japan's General Electric: the $65 billion a year Matsushita Electric Corporation. His accomplishments as a leader, author, educator, philanthropist, and management innovator are astonishing, and outshine even Soichiro Honda, J.C. Penney, Sam Walton, and Henry Ford. In this immensely readable book, Kotter relates how Matsushita created a large business, invented management practices that are increasingly being used today, helped lead his country's economic miracle after World War II wrote dozens of books in his latter years, founded a graduate school of leadership, created Japan's version of a Nobel Prize, and gave away hundreds of millions to good causes. The Matsushita story expands our notion of the possible, even for a sickly youngster who did not have the benefit of a privileged background, education, good looks, or a charismatic presence. It tells us much about leadership, entrepreneurship, a drive for lifelong learning, and their roots. It demonstrates the power of a longterm outlook, idealistic goals, and humility in the face of great success. Matsushita Leadershipis both a biography and a set of lessons for careers and corporations in the 21st century. An inspirational story and a business primer, the implications are powerful, for organizations and for living a meaningful life. |
CHANGE Definition & Meaning - Merriam-Webster
The meaning of CHANGE is to make different in some particular : alter. How to use change in a sentence. Synonym Discussion of Change.
Change starts here · Change.org
Change.org is an independent, nonprofit-owned organization, funded entirely by millions of users just like you. Stand with Change to protect the power of everyday people making a difference.
CHANGE | English meaning - Cambridge Dictionary
CHANGE definition: 1. to exchange one thing for another thing, especially of a similar type: 2. to make or become…. Learn more.
Change - definition of change by The Free Dictionary
n. 1. The act, process, or result of altering or modifying: a change in facial expression. 2. The replacing of one thing for another; substitution: a change of atmosphere; a change of …
Change - Definition, Meaning & Synonyms | Vocabulary.com
The noun change can refer to any thing or state that is different from what it once was. Change is everywhere in life — and in English. The word has numerous senses, both as a noun and …
Change Definition & Meaning - YourDictionary
To put or take (a thing) in place of something else; substitute for, replace with, or transfer to another of a similar kind. To change one's clothes, to change jobs.
Change: Definition, Meaning, and Examples - usdictionary.com
Dec 2, 2024 · "Change" is an essential term used to refer to a variety of processes or states indicating a difference in condition, position, or state. Embracing and understanding "change" …
What does change mean? - Definitions.net
What does change mean? This dictionary definitions page includes all the possible meanings, example usage and translations of the word change. the process of becoming different. The …
CHANGE Definition & Meaning | Dictionary.com
To change something is to make its form, nature, or content different from what it is currently or from what it would be if left alone. How is change different from alter?
CHANGE - Meaning & Translations | Collins English Dictionary
Master the word "CHANGE" in English: definitions, translations, synonyms, pronunciations, examples, and grammar insights - all in one complete resource.
CHANGE Definition & Meaning - Merriam-Webster
The meaning of CHANGE is to make different in some particular : alter. How to use change in a sentence. Synonym Discussion of Change.
Change starts here · Change.org
Change.org is an independent, nonprofit-owned organization, funded entirely by millions of users just like you. Stand with Change to protect the power of everyday people making a difference.
CHANGE | English meaning - Cambridge Dictionary
CHANGE definition: 1. to exchange one thing for another thing, especially of a similar type: 2. to make or become…. Learn more.
Change - definition of change by The Free Dictionary
n. 1. The act, process, or result of altering or modifying: a change in facial expression. 2. The replacing of one thing for another; substitution: a change of atmosphere; a change of …
Change - Definition, Meaning & Synonyms | Vocabulary.com
The noun change can refer to any thing or state that is different from what it once was. Change is everywhere in life — and in English. The word has numerous senses, both as a noun and …
Change Definition & Meaning - YourDictionary
To put or take (a thing) in place of something else; substitute for, replace with, or transfer to another of a similar kind. To change one's clothes, to change jobs.
Change: Definition, Meaning, and Examples - usdictionary.com
Dec 2, 2024 · "Change" is an essential term used to refer to a variety of processes or states indicating a difference in condition, position, or state. Embracing and understanding "change" …
What does change mean? - Definitions.net
What does change mean? This dictionary definitions page includes all the possible meanings, example usage and translations of the word change. the process of becoming different. The …
CHANGE Definition & Meaning | Dictionary.com
To change something is to make its form, nature, or content different from what it is currently or from what it would be if left alone. How is change different from alter?
CHANGE - Meaning & Translations | Collins English Dictionary
Master the word "CHANGE" in English: definitions, translations, synonyms, pronunciations, examples, and grammar insights - all in one complete resource.
