100 Great Handling Rapid Change Ideas

Peter Shaw

Description

Leaders in every country and sector are addressing rapid change resulting from economic, technological, cultural, communication and social developments. The pace of change is unparalleled. Many leaders feel behind the curve as companies are merging and restructuring in response to these developments. This addition to the highly successful 100 Great Ideas series, readers will equip leaders to face uncertainty with confidence and equanimity. At the same time, the book teaches the team to accept the inevitability of rapid change and see opportunities going forward and not be overwhelmed by fears or apprehensions. This book will provide a manual for teams to discuss and agree on a shared approach going forward. The author has included provide case-scenarios to illustrate the learning points and these are a good reference point for anyone who leads a team in managing rapid change at work or who is affected by company reorganisation and right-sizing.

Sujets

• Gestion et management

Informations

• Publié par: Marshall Cavendish International
• Date de parution: 28 février 2018
• Nombre de lectures: 0
• EAN13: 9789814794954
• Langue: English

Extrait

Copyright 2018 Dr Peter Shaw
Published by Marshall Cavendish Business An imprint of Marshall Cavendish International

All rights reserved
No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. Requests for permission should be addressed to the Publisher, Marshall Cavendish International (Asia) Private Limited, 1 New Industrial Road, Singapore 536196. Tel: [phone] E-mail: [e-mail] Website: www.marshallcavendish.com/genref
The publisher makes no representation or warranties with respect to the contents of this book, and specifically disclaims any implied warranties or merchantability or fitness for any particular purpose, and shall in no event be liable for any loss of profit or any other commercial damage, including but not limited to special, incidental, consequential, or other damages.
Other Marshall Cavendish Offices: Marshall Cavendish Corporation. 99 White Plains Road, Tarrytown NY 10591-9001, USA Marshall Cavendish International (Thailand) Co Ltd. 253 Asoke, 12th Floor, Sukhumvit 21 Road, Klongtoey Nua, Wattana, Bangkok 10110, Thailand Marshall Cavendish (Malaysia) Sdn Bhd, Times Subang, Lot 46, Subang Hi-Tech Industrial Park, Batu Tiga, 40000 Shah Alam, Selangor Darul Ehsan, Malaysia
Marshall Cavendish is a registered trademark of Times Publishing Limited
National Library Board, Singapore Cataloguing-in-Publication Data
Names: Shaw, Peter, 1949- Title: 100 great handling rapid change ideas / Dr Peter Shaw. Description: Singapore: Marshall Cavendish Business, 2018 Identifiers: OCN 1021801951 |e-ISBN: 978 981 4794 95 4 Subjects: LCSH: Organizational change. | Leadership. Classification: DDC 658.4063- dc23
Printed in Singapore
With thanks to many different companions on long distance walks for thoughtful conversations about surviving and thriving through rapid change.
CONTENTS
Acknowledgements
Foreword by Brian Leveson
Introduction
LEADING YOURSELF
SECTION A: Frame of mind
1 Know why you are there
2 Understand the expectations of others
3 Be ready to be your own barometer of progress
4 Recognise and accept the risks
5 Accept the inevitability of surprises and shocks
SECTION B: Thriving through change
6 Build on successes
7 Avoid getting over-tired
8 Manage your emotions
9 Know how you manage stress
10 Keep your personal energy recharged
SECTION C: Manage the fall-out
11 Know your priorities
12 Recognise your impact on others
13 Don t expect to be liked or thanked
14 Learn from what does not work
15 Hold your nerve
SECTION D: Draw on wise counsel
16 Seek out those with experience
17 Ask neutral advisors to observe and appraise
18 Ensure focused coaching conversations
19 Know whose judgement to trust
20 Keep triangulating different perspectives
SECTION E: Keep learning and growing
21 Take your strengths to the next level
22 Take stock on a regular basis
23 Keep taking step changes in your confidence
24 Be focused on steering rather than rowing
25 Keep stretching your boundaries of understanding
SECTION F: Manage your capabilities
26 Stay agile to changes in circumstances
27 Keep investing in your skills
28 Manage your anxiety about your less strong points
29 Build a range of skills around you
30 Know how to keep resolute and be modest
SECTION G: Evolve your narrative
31 Why am I here?
32 What am I focused on?
33 How am I behaving?
34 When do I reflect?
35 When do I act?
LEADING OTHERS
SECTION H: Frame of mind
36 Ensure collective ownership and partnership
37 Understand hopes and fears and build resilience
38 Think through the consequences
39 Enable difficult issues to be faced up to
40 Bring rooted optimism
SECTION I: Balance vision with flexibility of approach
41 Bring clarity about outcomes
42 Be ready to handle the storms
43 Know when to adapt your approach
44 Know when to hold fast
45 Manage the pace
SECTION J: Keep ahead of the problem
46 Think ahead to see opportunities
47 Anticipate problems and be ready to respond quickly
48 Build dynamic alliances
49 Raise the sights of your team
50 Draw on external expertise
SECTION K: Listen, communicate and adapt
51 Listen in order to understand
52 Know and respect your audience
53 Use a variety of communication approaches
54 Recognise the power of instant communication
55 Know when it is your message to give
56 Keep it simple and clear
57 Balance consistency and freshness
58 Build continuous feedback into your approach
59 Keep people s attention and engagement
60 Show measured and deliberate emotion
SECTION L: Build supporters
61 Know who are your champions
62 Know how you inspire people
63 Recognise and convince sceptics
64 Work with those who are influential
65 Build a bank of goodwill
SECTION M: Live your values
66 Build trust
67 Define shared values
68 Stick to your values, whatever the provocation
69 Know how you handle ethically difficult issues
70 Retain your integrity, whatever happens
SECTION N: Build credibility
71 Build team credibility
72 Establish the facts behind changes in attitudes
73 Disseminate the evidence of progress
74 Deal with untruths firmly
75 Prepare carefully for difficult conversations
SECTION O: Build capability
76 Create an environment of continuous learning
77 Be deliberate in recruiting for attitude
78 Spot and fill gaps
79 Keep building the capability and resilience of teams
80 Encourage people to be curious
SECTION P: Keep the energy high
81 Recognise signs of fatigue and staleness
82 Understand the stimulus needed to keep engagement high
83 Be mindful of the hygiene factors
84 Delegate responsibility whenever you can
85 Keep watching, observing and responding
SECTION Q: Evolve the narrative
86 Know the stories that people are telling each other
87 Keep the rationale for change clear, unambiguous and repeat it
88 Ensure the narrative is up-to-date and relevant
89 Avoid narrative churn
90 Explain carefully when and why the narrative has changed
SECTION R: Thrive with change
91 Log the progress made
92 Celebrate and have fun together
93 Articulate the benefits flowing from change
94 Be excited about what is going to happen next
95 Ensure the casualties are looked after
SECTION S: Move to the next mountain
96 Recharge your batteries
97 Update your narrative
98 Ditch outdated perceptions
99 Keep an open mind
100 Remember why you are there
Books by Peter Shaw
About the author
ACKNOWLEDGEMENTS
I AM PARTICULARLY grateful to Colin, my younger son, for a sequence of stimulating conversations when we talked through ideas for this book. Colin s experience as a consultant with McKinsey means he brings a freshness of approach and a willingness to challenge accepted norms. I have learnt a lot from Colin s clear and insightful thinking.
I am grateful to the many colleagues I worked with in UK Government departments when I was leading on major change programmes-whether that was in education, inner city regeneration, employment policies or tax reforms. The colleagues who influenced me most were those who were excited by the need for change and combined a willingness to explore the consequences of different approaches with an open and energetic spirit and a keen sense of curiosity.
I am grateful to a wide range of individuals and team members I have worked with as a coach who have been addressing major change or leading transformation. I hope I have enabled them to see the prospect of new life and opportunity, however complex or difficult the situation they were addressing.
My thanks go to colleagues at Praesta Partners who have been sources of practical ideas and have always been willing to push my thinking. In particular I want to thank Paul Gray, Hilary Douglas and Una O Brien for their sound advice and perspective.
I am grateful to Brian Leveson for writing the foreword to this book. Brian has been an inspirational leader to many people and a source of encouragement to me in my work with leaders and teams over the last dozen years.
This book is one of a series of 100 Great Ideas books that explore personal impact, coaching, team effectiveness, building success and leading well. The books seek to be complementary to each other, enabling the reader to dip into individual chapters and pick up useful ideas. A forthcoming book will address leading through frustration.
Melvin Neo at Marshall Cavendish has been an excellent sponsor of this series. He has always been supportive about my developing ideas for this series. Mike Spilling has been an admirable copy editor of the text.
Jackie Tookey has typed the manuscript with her usual care and efficiency. Tracy Easthope has managed my diary to enable me to have space to write. Together, Jackie and Tracy have been a wonderful support team to whom I owe a great deal.
I am grateful to my elder son, Graham, and my daughter, Ruth, for excellent conversations about what makes people tick and how best to enable people to remain positive through change that can be unsettling. I am very grateful to Frances, my wife, for her encouragement and practical support through all the writing projects.
FOREWORD
Handling rapid change is inevitable for every leader. Leading change undeniably requires enthusiasm, flexibility of mind and resilience, along with the ability to inspire confidence and enthusiasm in others. An agile approach and a belief in continuous learning are essential if a leader or manager is going to survive and thrive through rapid change.
Mature leaders confront the need for rapid change with a genuine concern about whether they have the capability and flexibility to change how they work. They should bring a strong sense of hum