Change Management Leadership

WHY DO SOME CHANGES FAIL WHILE OTHERS SUCCEED? That question was the catalyst that drove Prosci founder Jeff Hiatt in the late 1990s to uncover the secret to successful change—and develop the popular change management model known as ADKAR. ADKAR is an acronym for Awareness, Desire, Knowledge, Ability, and Reinforcement. It’s a model and conceptual framework that makes change make sense.

There's a reason two-thirds of organizational change initiatives are unsuccessful and an estimated $2 trillion is wasted on change each year: change efforts are largely one-dimensional. Now, Change (the) Management brings a second dimension to the conversation. In addition to setting rational goals, leaders also must become deeply involved in the change process - not outsourcing it to others. They must pull their people through the change, reaching them on an emotional level rather than pushing change on their people transactionally.

Uncover the methods of megastars like Oprah Winfrey, Earvin "Magic" Johnson, and Sir Richard Branson, who make the world a better place through purposeful - and highly successful - business strategies. The stellar authorial team shares in candid detail the setbacks and achievements they experienced building successful enterprises and charities - with purpose.

Welcome to "Behavioral Science: Decisions, Interventions, and Impact." In this comprehensive guide, we delve into the dynamic and ever-evolving realm of behavioral science, exploring the intricate interplay between human behavior, decision-making, and societal impact. Through a lens of insights, strategies, and ethical considerations, this book equips listeners with the tools and knowledge needed to navigate the complexities of effecting positive change in individuals, organizations, and communities.

It turns out giving up your "right" to be offended can be one of the most freeing, healthy, simplifying, relaxing, refreshing, stress-relieving, encouraging things you can do. It's a radical, provocative idea: We're not entitled to get offended or stay angry. The idea of our own "righteous anger" is a myth. It is the number one problem in our societies today and, as Dallas Willard says, Christians have not been taught out of it. But what if Christians were the most unoffendable people on the planet?

One of the world's most respected leaders, former IBM CEO Ginni Rometty overcame childhood and financial struggles to embark on a groundbreaking career that took her from entry-level engineer to eight years as the first woman CEO of an iconic global company. Forty years in business and public advocacy taught Rometty the transformative power of leadership that blends authenticity, relationships, and curiosity with vision, rigor, and conviction. In her personable yet direct voice, Rometty reveals experiences that taught her how to orchestrate change for clients, companies, and communities.

Today’s 21st-century leaders face tremendous pressure in an increasingly complex and fast-changing world, where traditional leadership models have become obsolete. To transform and transcend these challenges a new type of leadership is essential. The solution? Systems Inspired Leadership (SIL): a powerful alternative for innovative leaders. Instead of an outmoded and ineffective top-down, leader-knows-all style that results in stress, pressure, and anxiety, SIL offers a fresh proven approach for achieving optimal results for your organization.

Leadership is all about others - inspiring them to believe, then enabling that belief to become reality. That's the essence of Leadership U: it starts with U but it's not about U. Those timeless words are timelier than ever today, as leaders look to accelerate through the crisis curve. As author Gary Burnison observes, "There will likely be more change in the next two years than we have seen in the last 20." Now, in Leadership U, Burnison lays out a framework - his Six Degrees of Leadership - to show leaders how to create change.

From the former secretary of defense and author of the acclaimed #1 best-selling memoir Duty, a characteristically direct, informed, and urgent assessment of why big institutions are failing us and how smart, committed leadership can effect real improvement regardless of scale.

The secret to giving better feedback isn't what we say - it's what others hear. Too often, people hear about a past they can't control, not a future they can. That changes with "feedforward" - a radical approach to sharing feedback that unleashes the performance and potential of everyone around us.

A groundbreaking and paradigm-shifting book, The Speed of Trust challenges our age-old assumption that trust is merely a soft, social virtue and instead demonstrates that trust is a hard-edged, economic driver -- a learnable and measurable skill that makes organizations more profitable, people more promotable, and relationships more energizing.

We experience change in four phases. The first is panic. Then we adapt. Then we find a new normal. And then, finally, we reach the phase we could not have imagined in the beginning, the moment when we realize that we wouldn’t go back. Build for Tomorrow is designed to accelerate that process—to help you lessen your panic, adapt faster, define the new normal, and thrive going forward. And it arrives as we all, in some way, have felt a shift in our lives.

Do the leaders in your company work together towards a common goal? Do they trust one another? Are they accountable not only individually but as a team? These are just a few traits found in community-minded leaders, the kind of leaders essential to grow your organization. With his new book, Community of Leaders, New York Times bestselling author Vince Molinaro breaks down why having a strong leadership culture in your organization is critical, how to build it, and how to sustain it for long term success.

The Coffee Bean is an inspiring tale that follows Abe, a young man filled with stress and fear as he faces challenges and pressure at school and home. One day after class, his teacher shares with him the life-changing lesson of the coffee bean, and this powerful message changes the way he thinks, acts, and sees the world. Abe discovers that instead of letting his environment change him for the worse, he can transform any environment he is in for the better.

There are four stages of transition that all of us experience when making a successful adjustment to a new work situation...and eight common, potentially negative consequences that are likely to accompany any organizational change initiative. Leaders who understand these four stages and who understand the human dynamics behind the eight most common challenges can improve their odds of success.

The transformative mind-model for performing under stress and making pressure your advantage. Used by the planet’s top performers. In Performance Under Pressure, forensic psychiatrist Dr Ceri Evans gives you the tools to take control of the moment. Beat doubt, worry, regret and burnout with simple mind techniques and discover the secret of how to be ‘comfortable being uncomfortable’. No one is immune to pressure. We all fall victim to its effects in the same ways. But pressure is misunderstood.

Why do as many as 75% of change initiatives fail? We live in an era where constant change is the norm rather than the exception. Given globalization, increased competition, and constant technological turnover, no organization can run in place: change is not optional. However, the sad fact is that the vast majority of change efforts fail. As authors Gregory P. Shea and Cassie A. Solomon argue, they do not fail for a lack of trying or leadership. Chances are you have led or been part of a failed change.

Transfluence shows leaders how they can have transformative influence by overcoming their fears and pride, building transparency into their leadership, developing a strong core of authentic values, and passionately pursuing a meaningful purpose. When leaders do this, they seize opportunities, embrace challenges, and make their organizations and communities greater than ever.

Different change models have been introduced in the literature, but since organizational change is a piecemeal process, there has not been one coherent model for managing organizational change.

In the last 10 years, the number of nonprofits and social sector organizations has grown by almost 25 percent, while charitable giving declined 30 percent over the same period. As a result, many organizations are chasing grants, tweaking and adding to their core activities to match what they think funders are looking for. Almost half of nonprofits surveyed nationally in 2014 said they added additional programs in the last year. The result is colloquially known as "mission creep" - organizations trying to be everything to everyone.