Real Change Leaders: How You Can Create Growth and High Performance at Your Company

Overview

This updated paperback edition offers a real blueprint for how to deal with the dramatic change in today's marketplace. An added feature, "Real Change Leader's Handbook for Action, " contains an assessment guide, ideas, checklists, and charts to help implement change.

Jon Katzenbach of McKinsey & Company shows readers how solutions to today's most vexing business problem--fast-paced, unrelenting change--lie with a new breed of leaders emerging at the middle ...

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Overview

This updated paperback edition offers a real blueprint for how to deal with the dramatic change in today's marketplace. An added feature, "Real Change Leader's Handbook for Action, " contains an assessment guide, ideas, checklists, and charts to help implement change.

Jon Katzenbach of McKinsey & Company shows readers how solutions to today's most vexing business problem--fast-paced, unrelenting change--lie with a new breed of leaders emerging at the middle levels of companies. A book about real people at real companies, Real Change Leaders is both an instructive how-to and an intriguing first-look at an important change in business culture.

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Editorial Reviews

Publishers Weekly - Publisher's Weekly
The consulting firm McKinsey & Company supported and encouraged Katzenbach to address an issue facing all organizations-change. It's the same issue that has Vice-President Al Gore talking about ``reinventing government'' and Peter Drucker urging managers to ``rediscover leadership.'' Numerous corporations are downsizing, restructuring or revamping. Yet the steps taken to do so may limit the resulting organizations' ability to further adapt, because workers with superior skills are terminated and middle managers with leadership skills are eliminated. Katzenbach et al. argue that the key to changing performance capability in dynamic companies is a new breed of middle manager-The Real Change Leader (RCL). Common characteristics of RCLs are outlined and illustrated with examples. The RCLs connect three forces of organizational change: top aspirations, work force productivity and marketplace reality. This book is highly recommended to all corporate executives who want to learn about effective leadership in large organizations. (Jan.)
Library Journal
Katzenbach (The Wisdom of Teams, LJ 2/1/93) was chosen by the team of executives and consultants in a number of different industries to do the actual writing in this focus on "real change leaders." Seven common characteristics make up the "RCL," e.g., one who is willing both to see his or her job outside of its daily operation and to meet the changing climate of the world today. The authors differentiate between "good managers" and RCLs and include a self-test. "The Real Change Leaders Handbook for Action" concludes the work, suggesting a course of action for effecting change. This book should be read by managers, management educators, and those studying management. It is more than a simple how-to title; it can be read and the techniques used at several levels.-Littleton M. Maxwell, Business Information Ctr., Univ. of Richmond, Va.
Fortune
The most sought-after person in today's workplace is [the] change leader, a new breed of middle manager in short supply . . . . How do you identify these people in your organization? How do you build a cadre of such quirky but essential agents of change? McKinsey & Company director Jon R. Katzenbach has some answers.
Executive Female
A three-year study by McKinsey & Company has reaped a surprising finding: The make-or-break factor at companies going through major change is not the performance of the CEO and senior executives, but that of a new breed of manager on the front lines -- Real Change Leaders.
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Product Details

  • ISBN-13: 9780812929232
  • Publisher: Crown Publishing Group
  • Publication date: 6/28/1997
  • Edition description: 1 PBK ED
  • Pages: 416
  • Product dimensions: 5.50 (w) x 8.50 (h) x 0.76 (d)

Table of Contents

Preface
Introduction: A Battle for Survival - Too Few Change Leaders 3
A Note for Top Executives 19
1 Performance: Delivering Results Beyond the Bottom Line 25
2 Working Vision: You Find It in Their Hearts and Minds 63
3 Courage: Doing the Right Thing 101
4 People: Getting Everyone Performing Above Expectations 135
5 Process: Actions that Connect to the Customer 171
6 Speed: Organizing Skills for Flexibility 207
7 Momentum: Sustaining and Building Results Over Time 245
8 Skill: Becoming More Than a Good Manager 275
9 New Breed: The No-Excuses Mind-Set 311
Epilogue: A Memo to Top Management 331
Appendix 339
Acknowledgments 341
A Note to Readers and Potential RCLs 346
Index 347
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