Leading Constant Change

A practical framework for making change happen

Philip Webb (Autor)

Buch | Softcover

240 Seiten

2014
FT Publishing International (Verlag)
978-1-292-01747-1 (ISBN)

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Driving change is a key priority for all business leaders. But planning change initiatives, engaging people with new ideas and ensuring momentum are all easier said than done. This 15-step framework for leading change provides a practical toolkit for doing just that.

Discover:

· The secret ingredients of effective change

· How to create a robust change strategy

· Ways to keep your people engaged and motivated

· Techniques to accelerate execution

Leading Constant Change gives you the tools you need to stay one step ahead.

Philip Webb is CEO of TAM (UK) plc. He specialises in delivering high value human capital change management to both private and public sector organisations. Philip is one of the forerunners in recognising the value of Employee Engagement in improving business performance and deploying it via the internationally recognised Team Action Management programme. TAM (UK) has now expanded his client base to Europe, Africa and the Americas.

Foreword

Introduction

Part one – Setting the scene for change

CHAPTER 1: SO WHY DO I NEED TO CHANGE?

Changes to the social environment

Technology is changing

Population and demographics are changing

your markets are changing

your people are changing

What does this mean for my business?

CHAPTER 2: WHY THEN IS CHANGE SO HARD?

Using consistency and fairness to support change planning

Change thinking

CHAPTER 3: WHAT ARE THE SECRET INGREDIENTS OF EFFECTIVE CHANGE?

How to Install trust and fairness

Performance module 1: Participative Planning

Performance module 2: Strategic Appraisal

Performance module 3: Financial Understanding

Performance module 4: Unbiased Team Accommodation

CHAPTER 4: HOW DO I USE AND INSTALL A CHANGE FRAMEWORK?

Building the case for Change

Part TWO - The 15 Steps to Leading Constant Change

STEP 1:   DEFINE YOUR KILLER STRATEGY FOR CHANGE

STEP 2: ASSEMBLING YOUR NINJA CHANGE PLANNING TEAM

STEP 3:   OVER-COMMUNICATE THE STRATEGY

STEP 4: HOW TO REALLY ENGAGE YOUR STAFF

STEP 5: UNDERSTAND YOUR CHANGE PLAN

STEP 6: WHERE IS THE MONEY?

STEP 7: ACCELERATED PLANNING BY PROJECTS

STEP 8: HOW YOUR BUSINESS ACTUALLY WORKS

STEP 9: HOW TO CREATE THE THEATRE FOR CHANGE

STEP 10: INSTAL FAIRNESS AS A SUPERIOR CHANGE DRIVER

STEP 11: CONDUCT THE “CHANGE PLANNING” SESSION

STEP 12: USE YOUR ENTIRE STAFF TO EXTEND YOUR PLAN

STEP 13: YOUR HIGH PERFORMANCE PLAN

STEP 14: PUBLISH TO ACCELERATE YOUR RESULTS

STEP 15: HOW TO DRIVE RAPID EXECUTION

Part THREE – IT’S THE RESULTS THAT COUNT

CHAPTER 5:   HOW TO GET THE RESULTS YOU DESERVE

Defining Results

CHAPTER 6: HOW TO MAKE CHANGE A HABIT, NOT JUST AN EVENT

Getting into CHANGE thinking

CHAPTER 7: TEAM ACTION MANAGEMENT REVEALED

The Clients of Team Action Management

CHAPTER 8 CONCLUSION

Appendix: YOUR PERSONAL RESOURCE CHEST

Acknowledgements

Erscheint lt. Verlag	13.11.2014
Verlagsort	Harlow
Sprache	englisch
Maße	154 x 230 mm
Gewicht	440 g
Themenwelt	Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
ISBN-10	1-292-01747-3 / 1292017473
ISBN-13	978-1-292-01747-1 / 9781292017471
Zustand	Neuware