Change+the+Way+You+Lead+Change-++Leadership+Strategies+that+REALLY+Work


 * __Book citation information __**

Change the Way You Lead Change: Leadership Strategies that REALLY Work
 * Book Name **

David Herold & Donald Fedor
 * Book Authors **

Stanford University Press 2008
 * Publisher & Year Published **

978-0-8047-5875-8
 * ISBN Number **


 * __Book summary contents __**


 * Key Terms & Definitions **
 * //change // or //organization change-// “demands placed on organizations or organizational subunits that require significant departures from people’s current routines and behaviors and the success of which depends on the support of those affected”
 * //compliance- // “exercise of the reward and punishment powers inherent in the position”
 * //costs of change- // these include //personal costs// (“toll changes take on the personal and professional lives of those undergoing the change”), //changes in organizational capabilities// (i.e., company reputation, human assets, brand, culture technology, inventiveness, public confidence), and //economic impact// (i.e., the financial and monetary bottom line)
 * //CONTEXT factors- // conditions either internal or external to the organization
 * //HOW factors- //<span style="font-family: Verdana,sans-serif;"> the methods or approaches to change efforts
 * //<span style="font-family: Verdana,sans-serif;">leaders- //<span style="font-family: Verdana,sans-serif;"> work at “setting direction, enlisting people’s help in moving towards a new goal, and being willing and able to alter human and economic relationships”
 * //<span style="font-family: Verdana,sans-serif;">mangers- //<span style="font-family: Verdana,sans-serif;"> ensure “the smooth running of day-to-day affairs, through the design and enforcement of organizational systems, processes, and procedures”
 * //<span style="font-family: Verdana,sans-serif;">persuasion- //<span style="font-family: Verdana,sans-serif;"> “get followers to adopt the desired behaviors because they want to or because they believe it is the right thing to do”
 * //<span style="font-family: Verdana,sans-serif;">WHAT factors- //<span style="font-family: Verdana,sans-serif;">“the context and the nature of the change”
 * //<span style="font-family: Verdana,sans-serif;">WHO factors- //<span style="font-family: Verdana,sans-serif;"> “the critical players and how they influence the outcomes of change efforts” (i.e., leaders and followers)

<span style="font-family: Verdana,sans-serif;">Leading change is a complex process involving the internal and external environment, the personalities and motivations of leaders and followers, and the nature of the needed changes. Savvy and successful change leaders do not take short-cuts or underestimate the degree of difficulty. There is no prescriptive or “off-the-shelf” method for leading a change initiative, but requires navigating and balancing sometimes competing relationships and situations. The authors do not contend that every change effort will be successful, yet better understanding how change works and their method will increase the likelihood of success.
 * <span style="color: #31849b; font-family: Verdana,sans-serif;">Executive Summary of the Author's Main Premise **

<span style="font-family: Verdana,sans-serif;">The authors devote a significant portion of the book to those exercising leadership or fulfilling leadership roles. They discuss the different sources of power and influence leaders can draw upon as well as different types of motivation that can be used and when. And if you take to heart the authors’ premise on leadership “Leading implies change, and change implies leadership!” then everything about the book relates to leadership concerns.
 * <span style="color: #31849b; font-family: Verdana,sans-serif;">Relevance to Leadership Concerns **

//<span style="font-family: Verdana,sans-serif;">Ch. 1 ////<span style="font-family: Verdana,sans-serif;"> The Realities of Change // //<span style="font-family: Verdana,sans-serif;">Ch. 2 ////<span style="font-family: Verdana,sans-serif;"> Reframing the Change Dilemma // //<span style="font-family: Verdana,sans-serif;">Ch. 3 ////<span style="font-family: Verdana,sans-serif;"> What Is Changing, and Where? // //<span style="font-family: Verdana,sans-serif;">Ch. 4 ////<span style="font-family: Verdana,sans-serif;"> Leading Others Through Change // //<span style="font-family: Verdana,sans-serif;">Ch. 5 ////<span style="font-family: Verdana,sans-serif;"> Leaders Don’t All Lead from the Same Place // //<span style="font-family: Verdana,sans-serif;">Ch. 6 ////<span style="font-family: Verdana,sans-serif;"> People’s Motivation for Change // //<span style="font-family: Verdana,sans-serif;">Ch. 7 ////<span style="font-family: Verdana,sans-serif;"> People’s Capacity for Change // //<span style="font-family: Verdana,sans-serif;">Ch. 8 ////<span style="font-family: Verdana,sans-serif;">Change Does Not Occur in a Vacuum // //<span style="font-family: Verdana,sans-serif;">Ch. 9 ////<span style="font-family: Verdana,sans-serif;"> Putting the Pieces Together // //<span style="font-family: Verdana,sans-serif;">Ch. 10 ////<span style="font-family: Verdana,sans-serif;"> Smart Change Leaders—They Get It! //
 * <span style="color: #31849b; font-family: Verdana,sans-serif;">Key Points from Each Chapter **
 * <span style="font-family: Verdana,sans-serif;">Changing for the sake of change or for theoretical concepts is destructive
 * <span style="font-family: Verdana,sans-serif;">Know what, where, and how to change, and at what cost
 * <span style="font-family: Verdana,sans-serif;">Leaders are essential to successful change and are needed for essential assessment, planning, and implementation
 * <span style="font-family: Verdana,sans-serif;">Model for Change provides a framework for thoughtful analysis: WHAT to change; WHO are the leaders and followers; the CONTEXT of the change; and HOW the change should be managed
 * <span style="font-family: Verdana,sans-serif;">There are no magic bullets
 * <span style="font-family: Verdana,sans-serif;">Extensive analysis is needed before initiating change
 * <span style="font-family: Verdana,sans-serif;">Change affects every level and affects every level differently
 * <span style="font-family: Verdana,sans-serif;">Leaders can draw upon several different “buckets” of influence (compliance, personal credibility, change savvy, charisma, reputation) and need to understand what the implications, limitations, and advantages are of each source, as well as making sure to cultivate and not squander their influence
 * <span style="font-family: Verdana,sans-serif;">The importance of relationships when leading
 * <span style="font-family: Verdana,sans-serif;">Strengths and weaknesses for leaders recruited internally or externally
 * <span style="font-family: Verdana,sans-serif;">All people do not resist change, just need to identify source of resistance to tailor change efforts
 * <span style="font-family: Verdana,sans-serif;">Motivation efforts will likely affect different types of people differently
 * <span style="font-family: Verdana,sans-serif;">Leaders need to understand how changes affect everyone involved to properly address concerns and implement successful change
 * <span style="font-family: Verdana,sans-serif;">Change is not easy and adaptation takes times
 * <span style="font-family: Verdana,sans-serif;">Leeway needs to be given for behaviors to successfully change
 * <span style="font-family: Verdana,sans-serif;">Consider internal and external environments before making change, not just the particulars of the change effort; this is why change cannot be cut-and-pasted from other organizations
 * <span style="font-family: Verdana,sans-serif;">Go through one factor of the change model at a time at first and use it to reevaluate and adjust as necessary
 * <span style="font-family: Verdana,sans-serif;">Smart leaders understand the change process and create and adapt their strategy accordingly

<span style="font-family: Verdana,sans-serif;">If you are looking for principles of leadership, there will be a few useful gems. The book covers leadership in situations that require change, not leadership in general. The concepts of change are useful and relate to leadership, but they are not exclusively tied together. There are clearly good things to learn from this book, but it fill a specialized niche that may not be what everyone is looking for. To sum up: It is worth the read if you want or need to learn about leadership in the context of change or effective models for change; It is not worth it if you are looking for essential leadership guidance or information.
 * <span style="color: #31849b; font-family: Verdana,sans-serif;">Is the Book Worth the Read? Why or Why Not? **