Leading Business Change For Dummies [NOOK Book]

Overview

Direct change expertly and lead your business to success

Change is natural and good, but it can incite fear if not managed properly. Leading Business Change For Dummies arms mid- to senior-level managers with trusted guidance on leading, managing, responding to, and implementing change in the workplace. Packed with helpful advice and straightforward information, it gives you the skills needed to recognize the need for organizational change, deal with unexpected change, properly ...

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Leading Business Change For Dummies

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Overview

Direct change expertly and lead your business to success

Change is natural and good, but it can incite fear if not managed properly. Leading Business Change For Dummies arms mid- to senior-level managers with trusted guidance on leading, managing, responding to, and implementing change in the workplace. Packed with helpful advice and straightforward information, it gives you the skills needed to recognize the need for organizational change, deal with unexpected change, properly communicate a vision, prepare for structural change such as Mergers & Acquisitions, and address emotional responses to downsizing.

Leading Business Change For Dummies serves as the ultimate roadmap for integrating and consolidating a multitude of personnel and organizational change initiatives. With tools for managing stress levels and advice on gathering and sharing information during times of transition, Leading Business Change For Dummies covers everything you need to know to achieve successful leadership in a challenging work environment.

  • Sound, practical guidance on how to understand, lead, and manage change in the workplace
  • Covers operational and cultural elements that can ultimately affect the success of a transaction over time
  • Information and tips for implementing change in the workplace

If you're one of the thousands of managers who face change every day, Leading Business Change For Dummies has you covered.

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Product Details

  • ISBN-13: 9781118282663
  • Publisher: Wiley
  • Publication date: 6/22/2012
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 384
  • File size: 3 MB

Meet the Author

Dr. Christina Tangora Schlachter, PhD, is the founder and Chief Leader of She Leads and creator of the Leading Change Guide, which helps leaders reinvent themselves and their companies with a 12-week turnaround process.

Terry Hildebrandt, MA, MA, PCC, is the founder and CEO of Terry Hildebrandt and Associates, LLC, an organization development company, and a Professional Certified Coach.

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Read an Excerpt

From Leading Business Change For Dummies by Christina Tangora Schlachter, PhD, Terry H. Hildebrandt, MA, MA, PCC

Business change comes in many varieties, yet most change types share one goal: to achieve a more productive, efficient, and adaptable organization. During changes — whether they are the result of a merger and acquisition, a technology implementation, or other large-scale change — people need visible leadership, ongoing, effective communication, and a cohesive effort toward building a sustainable structure.

Creating Visible Leadership to Make Business Change Successful
Change is a constant in the world of business, and when faced with business change, leaders can respond in one of the following three ways:
1. Do nothing and just hope it all works out.
2. Manage it with a project plan from a cubicle or corner office.
3. Lead the change with words and actions that support the future state.
Successfully led changes, with visible leadership, result in shorter project timelines, widespread ownership of the change, and an organization ready to take on future challenges.
What is visible leadership? Visible leadership includes three key components: setting a vision, actively discussing the change, and knowing the impact.
Setting a clear vision for leadership
The first job for a leader who wants to visibly and proactively drive change is to create a crystal clear vision of what the future will look like for the employees and then communicate it with passion. Leaders do this by walking employees through the status quo or "the current way things are done around here" to the desired state of where the organization wants to be once the change happens. Change leaders build a powerful case for the change, then work relentlessly to generate understanding and consensus.
Actively discussing the business change
Change leaders don't just wave a magic wand and then hide out until the change is done. Visible leadership means the change leaders are out there talking about the change, adjusting their own behaviors to align with the change strategy, and actively addressing concerns voiced by employees.
Knowing the impact of change in a business
During change, visible leadership focuses on helping to identify negative reactions and barriers and knocking them down one by one. Common barriers to change may come from fear — fear of losing control, losing status, diminished compensation, loss of job security, or being asked to take on a bigger workload. Visible leaders help to align agendas and balance interests to reduce concerns and conflicts.

Communicating with People Impacted by Business Change
Successful change requires creating and maintaining continuous, honest, succinct messages. There is no way around it. Here are the three crucial aspects of successful two-way communication:
• Develop a clear communication plan: A practical communication plan will make sure that stakeholders are informed about the goals and processes for the change. Communication, depending on how well you do it, can become the biggest barrier to change or your best friend.
• Know your stakeholders: In your communication plan, know your stakeholders and address their needs. Segment, understand, and prioritize the needs and motives of the stakeholders. Involvement builds commitment and significantly increases the likelihood of a successful transformation. Stakeholders — for they are your customers in this endeavor — can be a powerful force in driving the change.
• Involve the people affected by the change: Involvement in powerful, results-driven change often becomes a badge of honor for employees. Ways in which you can involve employees include having them help create new roles and responsibilities, be change agents themselves, and take on leadership roles in skill building.

Business Change Communication Checklist
Who would have thought communicating business change was so interesting, dynamic, and, quite frankly, so much work? If your head is spinning with ideas and you're ready to go out there and communicate far and wide, wonderful! If not, take a step back. Breathe. And then work through the following communication checklist to get you partnering and creating dialogue as fast as your ears and mouth can carry you.
Answer the three big questions:
• Where is the project headed?
• What's in it for me (from the employees' perspective)?
• How are we going to get there?
Fine-tune your messages based the answers to those three big questions as they fit into the vision for the project. Then:
• Create your communication plan.
• Keep communication fresh, frequent, and flowing.
• Mix up how the message gets across. Have face-to-face meetings, conference calls, and other interactive communication. Change does not happen by e-mail.
Throughout your communication messages, keep these questions in mind:
• What's going on now?
• What will happen next?
• What do I need to do?
Be sure you are doing all of the following:
• Enlisting and educating managers and directors to help you communicate the change. Don't just let your project team leader or CEO do all the talking!
• Repeating yourself. Repeating yourself. Repeating yourself. You will need to repeat critical messages five, six, seven, or maybe even more times. Go out there and communicate like crazy.
• Defining your target audience and secondary audience. Be sure you've thought about all your target audience members and included them in your communication plan.
• Evaluating your communication using feedback tools. Always go back and adjust your message if necessary — and communicate again and again.

Building a Sustainable Structure to Make Business Change Stick
Change is only as good as the length of time it lasts in the organization. The last thing you want is to spend enormous amounts of money and time only to find that a year down the road everything has reverted back to how things used to be.
Make the change stick by doing these four things:
• Think strategically: To drive change, develop a documented and detailed action plan for change. A good plan helps you know where to invest in change and focus your efforts on the areas where the payback will be greatest.
• Integrate your initiatives: An unplanned patchwork of change initiatives will promote bitter competition for resources, confuse employees, and reduce the positive impact of any one initiative. A cohesive set of initiatives will work together toward business objectives and present an integrated business strategy to employees. This will also help you leverage organizational knowledge, so employees are working smarter, not harder.
• Over-invest in people: Over-invest in human capital. Build skills in your people at all levels. Broaden the technical, problem-solving, decision-making, and leadership skills of those in the trenches. Strengthen the facilitation, managerial, delegation, listening, communication, and diversity skills of those at the top. Employees will create extraordinary results when skill building is part of performance measures across the organization.
• Reshape how you measure things: Change will require people to act differently. Build your vision and then design new measures that are consistent with its strategies and goals. If necessary, dismantle old measures and create ones that not only measure performance, but also the commitment to change. Clear goals and quantitative milestones along the way help keep change efforts focused on improving business performance, not just generating slogans without substance.

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Table of Contents

Introduction 1

Part I: The Nuts and Bolts: Laying a Foundation for Change 7

Chapter 1: Being in Charge of Change 9

Chapter 2: You’re the Boss: Addressing the Need for Change 23

Chapter 3: Embracing Change-Leader Roles 33

Part II: Putting the Plan into Motion 49

Chapter 4: Assembling Your Change Toolkit 51

Chapter 5: The Fine Art of Planning for Change (Or Dealing with the Unplanned Kind) 69

Chapter 6: Get Real: Staying Realistic about Where You’re Heading 89

Chapter 7: Getting the Message Out: Communicating the Change 103

Part III: Making Change Stick through Thick and Thin 129

Chapter 8: Getting Employees on Board and Keeping Them Motivated 131

Chapter 9: Dealing with the Challenges of and Reactions to Change 149

Chapter 10: In Transition: Assessing Your Progress and Acting Accordingly 163

Chapter 11: What Happens Next? Keeping the Change Ball Rolling 177

Part IV: Leading Change in Specialized Circumstances 195

Chapter 12: Creating Meaningful Team Change 197

Chapter 13: Leveraging Restructuring Changes 215

Chapter 14: Organizing Change during Mergers and Acquisitions 237

Chapter 15: Aligning Technology Change with Results 257

Chapter 16: Shifting a Culture: Managing Cultural Change 275

Chapter 17: When Everything Changes: Working with Complex Change 293

Part V: The Part of Tens 317

Chapter 18: Ten Essential Principles of Leading Successful Change 319

Chapter 19: Ten Creative Ways to Lead Change When Someone Else Is Running the Show 327

Chapter 20: Ten Ways to Energize Your MVPs 337

Index 347

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Customer Reviews

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Sort by: Showing all of 4 Customer Reviews
  • Anonymous

    Posted November 23, 2012

    Leading Business Change for Dummies is a ¿how to¿ manual on orga

    Leading Business Change for Dummies is a “how to” manual on organizational and process change. From the chapter “The Nuts and Bolts” to “Get Real” the authors lay out the practical steps necessary to achieve organizational change and how to sustain it. This is a must read for any business owner, manager, or for that matter anyone with a job (see Chapter 19 – “Ten Creative Ways to Lead Change When Someone Else is Running the Show”). In the words of the authors this book, “helps leaders become change gurus, ready to take on some of the most difficult changes facing business today.” What more could we ask for? Gregory Nelson

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  • Posted September 13, 2012

    Edward Deming, the highly respected management consultant, once

    Edward Deming, the highly respected management consultant, once said, "It is not necessary to change. Survival is not mandatory." I find the quote full of wisdom. The implication of course is that if you want your team, department or business to survive and grow, change in mandatory.

    The simple truth is that change is happening all around us. We do not have the option to opt out. We must either master change or we will be left behind. Management and leadership are difficult enough in a static environment. Introducing change into the equation increases the level of difficulty. Dealing with all the moving parts of change can be one of the most challenging and complex issues a manager/leader can face. You simply cannot wing it and hope things work out. You need some expert guidance to help you understand all the challenges you will be facing and to guide you through them. That is where Leading Business Change for Dummies can be a real life saver.

    If you have read any of the books in the "For Dummies" series, you are probably familiar with the format. This book follows the same format with the helpful "Remember", "Warning" and "Tips" notations in the margins to highlight passages of particular importance. Also it has been my experience that the "For Dummies" series has a very high standard for the content of their books. This one is no exception. It is well organized in a logical straightforward format, it is well written and covers all the important information you will need to implement change in your section, department or business.

    The authors cover all aspects of change management, starting with the basics and building up to the more complex issues. The book is extremely ambitious in the amount of content covered. The topics are explained in easy to understand language but there is simply so much information covered in this book that it is highly unlikely you will be able to get it all in one reading. My suggestion would be to read it through and then go back for a refresher as you tackle a particular segment of change.

    I suspect that at first you might be overwhelmed with the amount of information contained in this book. But the presentation is in a logical order in an easy to understand format. It is well indexed and has an excellent table of contents - each chapter has detailed information about what is included in that chapter.

    It is quite apparent that the authors are writing from many years of field experience. They share some very valuable insights into what works, what doesn't and where the danger areas are. The goal of any change initiative is for the changes to be embraced and lasting. This is extremely difficult to pull off and will not happen by accident. You need a good roadmap and in my opinion, this book provides you one of the best basic guidelines to change you can find.

    This book is not for reading and putting on the shelf. You will need to keep it handy and refer to it often. As you go through a change initiative, refer to it often. Let it become your constant companion. You will master the process of change.

    I was provided a review copy of this book.

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  • Posted August 15, 2012

    As a consultant, I am always looking for new ways to work with c

    As a consultant, I am always looking for new ways to work with corporate organizations and this book is awesome! It gave me the necessary tools to use when approaching difficult problems within an organization in a thoughtful, easy, and professional yet approachable manner. Nicely done!

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  • Posted July 19, 2012

    I just received this book in the mail after pre-ordering it with

    I just received this book in the mail after pre-ordering it with a few other change books. As a new manager faced with change (and a very small rewards and recognition budget) I was able to apply some of the tips immediately (one of the chapter is on motivating MVP employees). I love the format of the book – being able to read one chapter rather than an entire book is incredibly useful for me.

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