Eric Jacobson On Management And Leadership

  The Seven Arts Of Change book by David Shaner  is all about leading business transformation that lasts.  It’s well worth your read. Some of my favorite leadership lesson takeaways include:  Personal Progress : Most leaders miss the fact that every employee possesses a latent willingness to change. Leaders often ignore the fact that personal progress is one of our strongest human desires. Your job as the leader is to connect the new business need with an opportunity for personal progress.  Compassion : We all willingly follow and model a leader who makes an effort to truly understand us. That is because such leaders exude compassion.  Change : There is no other more compassionate activity than listening and then responding in a way that demonstrates genuine understanding. There is so much power in this small act because it can immediately establish trust and diffuse the negative energy exuding from individuals at the outset of change.  Lis...

The Art of Change Leadership   demystifies the psychology behind our reactions to change and offers a powerful collection of tools to inspire individual and collective transformation quickly and more effectively, explains author of the book,  Cheryl Cran . The book teaches you how to: Leverage your current technical knowledge to increase the rate of innovation. Use the cycle of change to foresee and handle change-related issues affecting yourself, others, and business. Raise your emotional intelligence to match your IQ. Guide "change" initiatives with repeatable success by using the reliable three-step change model. Cran also explains the  differences between a Change Manager and a Change Leader . For example: A Change Manager creates a plan, directs projects and people to achieve a goal. In contrast, a  Change Leader sets the compelling vision; tells a story that includes the hero's journey for each person involved . In addition, a  C...

David S. Pottruck 's book,  Stacking the Deck ,  teaches readers a  nine-step  course of action leaders can follow from the first realization that change is needed through all the steps of implementation, including assembling the right team of close advisors and getting the word out to the wider group. This book tells the in-the-trenches stories of individuals who led bold, sweeping change. Stories that walk you through the social and emotional reality of leading others -- many of whom are fearful of change. Stories from eBay President and CEO John Donahoe; Wells Fargo former CEO and Chairman Dick Kovacevich; Starbucks Chairman, President and CEO Howard Schultz; San Francisco Giants President and CEO Larry Baer; and Pinkberry CEO Ron Graves. Part one of the book outlines the  Stacking the Deck process  -- the nine steps through which nearly every breakthrough change inevitably goes: Establishing the need to change and crea...

Alan Adamson , co-author of the book,  Shift Ahead , says that “the ability for companies and organizations to stay relevant is being significantly challenged by the accelerating pace of change – and new ways of doing things – that are emerging with every passing day.” At a speed of change unlike every before.  That’s why this book, sub-titled,  How the Best Companies Stay Relevant in a Fast-Changing World , is a both a timely and pertinent read.  The book is based on the hands-on experience of both authors, Adamson, a branding expert, and  Joel Steckel , a professor of marketing and vice dean of doctoral education at NYU Stern School of Business.  And most significant, it’s based on academic research and  more than 100 interviews/case studies  with senior management, business leaders and category experts from a wide spectrum of applicable fields who have lived through change or analyzed the phenomenon.  For example, you’ll dis...

David S. Pottruck 's book,  Stacking the Deck ,  teaches readers a  nine-step  course of action leaders can follow from the first realization that change is needed through all the steps of implementation, including assembling the right team of close advisors and getting the word out to the wider group. This book tells the in-the-trenches stories of individuals who led bold, sweeping change. Stories that walk you through the social and emotional reality of leading others -- many of whom are fearful of change. Stories from eBay President and CEO John Donahoe; Wells Fargo former CEO and Chairman Dick Kovacevich; Starbucks Chairman, President and CEO Howard Schultz; San Francisco Giants President and CEO Larry Baer; and Pinkberry CEO Ron Graves. Part one of the book outlines the  Stacking the Deck process  -- the nine steps through which nearly every breakthrough change inevitably goes: Establishing the need to change and crea...

When you communicate change to your team, explain the  logical and rational reasons  for the change: 1. Explain  how the change will make employees feel  before, during and after the implementation. 2. Explain the  tactical plan and goals . 3.  Answer questions  from your team.

"One does not discover new lands without consenting to lose sight of the shore for a very long time." -- Andre Gide

The Art of Change Leadership demystifies the psychology behind our reactions to change and offers a powerful collection of tools to inspire individual and collective transformation quickly and more effectively, explains author of the new book, Cheryl Cran . The book teaches you how to: Leverage your current technical knowledge to increase the rate of innovation. Use the cycle of change to foresee and handle change-related issues affecting yourself, others, and business. Raise your emotional intelligence to match your IQ. Guide "change" initiatives with repeatable success by using the reliable three-step change model. Cran also explains the differences between a Change Manager and a Change Leader . For example: A Change Manager creates a plan, directs projects and people to achieve a goal. In contrast, a Change Leader sets the compelling vision; tells a story that includes the hero's journey for each person involved . In addition, a...

David Shaner's compelling,  The Seven Arts of Change , shows business leaders that transforming a business only happens when each employee equates organizational change with the process of deep personal growth. "The bottom line is that, despite how technological and automated organizations have become, at their core they remain a collection of human energies that are merely being applied in an organized environment," explains Shaner. "Resurrecting and guiding that human core of your organization is the secret to leading and sustaining change," he adds. Shaner pulls from his vast professional and personal experiences, including having been a member of the Olympic Valley USA Ski Team and a former Harvard University teacher, to lay out a seven-part "spiritual guide" for change: The Art of Preparation (Assessment) The Art of Compassion (Participation) The Art of Responsibility (Accountability) The Art of Relaxation (Clarity, Focus, Visibi...

Stacking the Deck: How to Lead Breakthrough Change Against Any Odds , is as relevant today as it was when published a few years ago. That's because the pace of change in business is just as fast as it was a few years ago. Unfortunately, even when business leaders know they need to make changes at their company, many struggle with how to start making that change. And, how to create a sense of urgency around that need. Author  David S. Pottruck  offers these  14 action items for establishing the need to change and a sense of urgency. Ask these questions and take these steps: What is your company's mission statement? Do employees believe the company is committed to this mission? What is your perspective on the problem you need to solve or the opportunity you need to capture? What evidence do you have of this problem or opportunity? How is this problem or opportunity connected to the company's purpose and mission? Define your stakeholders (customers, employ...

When you communicate change to your team, explain the  logical and rational reasons  for the change: 1. Explain  how the change will make employees feel  before, during and after the implementation. 2. Explain the  tactical plan and goals . 3.  Answer questions  from your team.

Stacking the Deck: How to Lead Breakthrough Change Against Any Odds , is as relevant today as it was when published two years ago. That's because the pace of change in business is just as fast as it was two years ago. Unfortunately, even when business leaders know they need to make changes at their company, many struggle with how to start making that change. And, how to create a sense of urgency around that need. Author  David S. Pottruck  offers these  14 action items for establishing the need to change and a sense of urgency. Ask these questions and take these steps: What is your company's mission statement? Do employees believe the company is committed to this mission? What is your perspective on the problem you need to solve or the opportunity you need to capture? What evidence do you have of this problem or opportunity? How is this problem or opportunity connected to the company's purpose and mission? Define your stakeholders (customers, employees, leade...

Change is inevitable. Change is good.  Help your employees and team learn to embrace change. Here are some solid insights from  Dr. Rodger Dean Duncan 's (Liberty, Missouri) book,  Change-friendly Leadership -- How to Transform Good Intentions into Great Performance : The kind of behavior that results in lasting (sustainable) change must accommodate people's feelings--feelings that involve trust, confidence, passion, and all those other intangible but very real things that make us human. It's often the stress that people resist, not the change itself. Continuity gives us roots; change gives us branches, letting us stretch and grow and reach new heights ( Pauline R. Kezer ). A transformational leader focuses primarily on initiating and "managing" change.  He/she influences people to improve, to stretch, and to redefine what's possible. It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change...

Stacking the Deck: How to Lead Breakthrough Change Against Any Odds , is as relevant today as it was when published two years ago. That's because the pace of change in business is just as fast as it was two years ago. Unfortunately, even when business leaders know they need to make changes at their company, many struggle with how to start making that change. And, how to create a sense of urgency around that need. Author David S. Pottruck offers these 14 action items for establishing the need to change and a sense of urgency. Ask these questions and take these steps: What is your company's mission statement? Do employees believe the company is committed to this mission? What is your perspective on the problem you need to solve or the opportunity you need to capture? What evidence do you have of this problem or opportunity? How is this problem or opportunity connected to the company's purpose and mission? Define your stakeholders (customers, employees, leadersh...

"Change is disturbing when it is done to us, exhilarating when it is done by us." -  Rosabeth Moss Kanter .

“Making small changes to reach big goals is the answer,” says entrepreneur and bestselling author  Michael Alden  in his book,  5 % MORE: Making Small Changes To Achieve Extraordinary Results . “If you just put 5% more effort into any aspect of your life, you will not only achieve your goals, you will surpass them,” he explains.  “Far too often, people become paralyzed when they want to improve their lives, because the effort to reach their goals seems overwhelming,” adds Alden. “Or the opposite occurs. They decide to dive into something one hundred percent, but then quickly lose steam.” Therefore, Alden demonstrates that long-lasting success is based on small increases in effort. “Five percent is almost unnoticeable in terms of effort—but it accrues quickly, with each step boosting the baseline,” he declares. Although much of Alden’s advice is based on personal experience, observation, and common sense, he is careful to discuss the studies and resear...

The Art of Change Leadership   demystifies the psychology behind our reactions to change and offers a powerful collection of tools to inspire individual and collective transformation quickly and more effectively, explains author of the book,  Cheryl Cran . The book teaches you how to: Leverage your current technical knowledge to increase the rate of innovation. Use the cycle of change to foresee and handle change-related issues affecting yourself, others, and business. Raise your emotional intelligence to match your IQ. Guide "change" initiatives with repeatable success by using the reliable three-step change model. Cran also explains the  differences between a Change Manager and a Change Leader . For example: A Change Manager creates a plan, directs projects and people to achieve a goal. In contrast, a  Change Leader sets the compelling vision; tells a story that includes the hero's journey for each person involved . In addition, a  C...