You are previewing Make Change Work: Staying Nimble, Relevant, and Engaged in a World of Constant Change.
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Make Change Work: Staying Nimble, Relevant, and Engaged in a World of Constant Change

Book Description

Remain competitive, inspire innovation, and ensure success

Constantly adapting, improving, and changing is more important than ever for companies to remain competitive in today's marketplace. Make Change Work presents real solutions to thriving in a world of constant change. This book educates managers and leaders on how to lead change, with strategies for creating urgency, building support, and ensuring successful change. Get the guidance you need to be bold in the face of change, and learn how to make your company faster, better, cheaper, and friendlier—by simply listening to your customers

  • Advises leaders on how to design and implement a strategy that allows you to successfully lead change and deliver meaningful business results

  • Author Randy Pennington is a 20-year business performance veteran, author, and expert in helping organizations build a culture focused on results

Learn how to establish a clear and purposeful goal, inspire a culture relentlessly focused on customers, and create an environment where your talented team wants to Make Change Work.

Table of Contents

  1. Cover
  2. Contents
  3. Title
  4. Copyright
  5. Dedication
  6. Preface
  7. Acknowledgments
  8. Part I: The Realities of Change
    1. Chapter 1: The New Normal
      1. When Will Things Return to Normal?
      2. Perspective From the Iron Lady
      3. Reframing Our Illusions
      4. I should have Paid Attention
      5. Moore’s Law Affects Everything
      6. We Live in an Ocean not a Pond
    2. Chapter 2: Faster, Better, Cheaper, Friendlier
      1. A Hard Dose of Reality
      2. Burn the Boats—The Customers are in Charge
      3. Tough Customers—Tough Questions
      4. How Customers Evaluate Your Efforts
      5. Tools that Accelerate
      6. John Connor Meet Baxter
      7. Case Study: If the Government Gets it, Why Doesn’t Everyone?
    3. Chapter 3: Good Change, Bad Change
      1. Take this Test
      2. The Common Factors
      3. Defining a Good Change
      4. Why Change Fails
      5. Why Change is So Hard
    4. Chapter 4: Dodos and Coyotes
      1. In Defense of the Dodo
      2. What’s Your Excuse?
      3. In Praise of the Coyote
  9. Part II: Becoming a Change Leader
    1. Chapter 5: What Change Leaders Do
      1. They are Driving Me Crazy!
      2. He’s Driving Us Crazy!
      3. Change Management and Change Leadership
      4. Left Brain and Right Brain
      5. What Change Leaders Do
      6. Can You Skip Steps?
    2. Chapter 6: Buy-In
      1. There Was Dancing and Singing
      2. A Long Time Coming
      3. Fast-Forward Across Town
      4. Two Styles—Similar Result
      5. What is Buy-In?
      6. When Buy-In Occurs
      7. Not the End
      8. Moses, Lincoln, King, and Thatcher
      9. More than a Communication Strategy
    3. Chapter 7: Go First
      1. Change is Good If . . .
      2. The Survey Says . . .
      3. Creating Realistic Optimists
      4. People can Change Where They are
      5. Where You Come In
      6. Are You There Yet?
      7. How Did You Do?
      8. How You Know You Aren’t There Yet
    4. Chapter 8: Change Change
      1. We Change When . . .
      2. Wise Words
      3. The Big “But”
      4. Another Change ClichÉ
      5. The Time Test
      6. The Lens is as Important as the Time
      7. AFP and MBBS
    5. Chapter 9: Generate Creative Tension
      1. A Universal Principle
      2. Why We Change
      3. Burning Platforms and Politicians
      4. Crisis Creates Urgency
      5. We Need to Sell Again
      6. People Do the Same Thing
      7. Crisis Abuse
      8. Opportunity Pulls
      9. Show Me the Cookie
      10. How about Brussels Sprouts?
      11. What Bankruptcy Taught General Motors about Urgency
      12. Creative Tension
    6. Chapter 10: Connect with People Where They Are
      1. Imagine This
      2. Comparison Shopping
      3. Make it Real and Relevant
      4. What We Say and What They Hear
      5. What They Want to Hear
      6. It Helps if They Believe You
      7. Plant the Garden
    7. Chapter 11: Involve Early and Often
      1. You can Count on This
      2. Why Involvement Doesn’t Occur
      3. The Challenge of Involvement
      4. When not Everyone Gets to Play
      5. Lessons From the New Coke
      6. Do You Believe in Empowerment?
    8. Chapter 12: Use Resistance as Your Friend
      1. There is Always at Least One
      2. What We Want to Do
      3. What We End Up Doing
      4. And the Winner is . . .
      5. We Aren’t Frustrated by Reasonable People
      6. Wrap Your Mind-Set Around This
      7. The Questions You Must Answer
      8. Their Resistance is Well Intentioned—Now What?
      9. Pull; Don’t Push
      10. Seven Tactical Tips
  10. Part III: Change Challenges
    1. Chapter 13: When Change Isn’t a Choice
      1. “It’s not Personal; it’s Just Business”
      2. It Really Was Just Business
      3. The One Thing That Matters Most
      4. Stop Reading for a Moment
      5. Let’s Get Personal
      6. So What Do I Do?
      7. Back to Business
      8. Your Job as the Leader
      9. The Question is, “How?”
      10. A Quick Point on Terminating Employment
      11. How Could You Support This?
      12. Don’t Let Them Suck You In
      13. It is about Leadership
    2. Chapter 14: Change Your Culture and Change Your Results
      1. The Best and the Rest
      2. Why Talk about Culture in a Book about Change?
      3. Culture: What it is and What it Isn’t
      4. The Challenge of Culture Change
      5. How Hard is it?
      6. Why is it So Difficult?
      7. Seven Imperatives
    3. Chapter 15: Stop Spineating
      1. How I Gained 70 Pounds
      2. It is Behavioral Conditioning
      3. It Works with People, Too
      4. Spineating (Spine-Ating)
      5. Organizational Spineating
      6. How I Lost 50 Pounds
      7. The Rubber Band Man
      8. Breaking the Spineating Habit in Organizations
      9. Where it Breaks Down
      10. Pursue the Best Over the Easiest
  11. Part IV: The Wrap-Up
    1. Chapter 16: The Future and Change
      1. No Wonder We Feel Overwhelmed
      2. Information Does not Equal Change
      3. Focus on What You know and can Predict
      4. Two Enduring Truths about Successful Change
      5. How You can Win
      6. One Final Thought
  12. About the Author
  13. Index