Eric Jacobson On Management And Leadership

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.

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...

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.

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 creating a sense of urgency...

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.

When you communicate change to your team, explain the  logical and the 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.

I've found this advice from authors Neil Smith and Patricia O'Connnell ( How Excellent Companies Avoid Dumb Things ) to be particularly helpful when it comes to corporate culture and changing behavior : Corporate culture is an interlocking series of expectations, rituals, and habits maintained by peer influence and rewarding adherence. To change the way people do things, first you must convince them of the value of change. This is done most effectively by showing them the potential rewards for the new behavior. However, since the rewards are often in the future while the pain  of change is immediate, the rewards have to be clearly articulated to serve as motivation. Smith and O'Connell go on to explain that: Given the importance of peer influence, people need to perceive that respected peers are adopting change . The reason...because according to their cited research: 3 percent of the population tends to be innovators of change 9 percent are early ...

When you communicate change to your team, explain the logical and the 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.

Here are three helpful leadership tips from author Neil Smith -- from his book, co-authored with Patricia O'Connell, How Excellent Companies Avoid Dumb Things : People say they cannot find the time to do things, yet they always find the time to fix things when they break.  Companies need to create that sense of urgency before a problem occurs . People will embrace change if they see the logic behind it .  If they feel they have control over its onset and evolution.  If they see it as nonthreatening and self-esteem enhancing.  And, if the change has the possibility of future benefits to them. Make sure that people are basing their decisions on facts -- fact-based information should be a company mantra.  Do not accept "I guess" or "I think so."

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.