It Starts With One: Changing Individuals Changes Organizations
Author: J Stewart Black
“PROVOCATIVE, PRACTICAL, POWERFUL!”
–Stephen R. Covey, Author of The Seven Habits of Highly Effective People
“For any executive, this is an excellent roadmap for leading strategic change!”
–Bill Marriott, Chairman and CEO, Marriott International, Inc.
“Finally a book that gets it right. Organizations don’t change.
People change. It Starts with One gives extremely practical tools to make real change happen.”
–Jack Zenger, Author of The Extraordinary Leader and CEO and Co-founder of ZengerFolkman
“All successful businesses accept the need for change. It Starts with One steers the reader through the complexities of modern leadership and delivers a powerful framework for transforming old patterns of action into new strategic direction, emphasizing what matters most–the people.”
–Edward Dolman, CEO, Chris tie’s International plc
“Black and Gregersen debunk the myth that organizations change by changing the organization. They understand the real dynamics a leader must manage to convert the hearts and minds of people in a complex organization to a new direction. If you are trying to shake things up and make lasting change, this is a must-read book.”
–Gary L. Crittenden, CFO Citigroup
“This book broke my own brain barrier, asking me to think differently about ideas and processes that I’d become too comfortable with. It’s a significant contribution to the field of organizational change and will undoubtedly help us be more successful with change. And I love themaps–they provoke my intellect and imagination.”
–Margaret J. Wheatley, Author of Leadership and the New Science, Turning to One Another, and Finding Our Way
“What a pleasure to find a book on change focused on ‘leading’ rather than ‘managing’ change. Leaders create change; they don’t react to it. This book addresses the crux of that leadership issue by focusing on people, where the real change must occur.”
–Richard D. Hanks, Chairman and President, Mindshare Technologies
“Few things add greater value than effectively leading strategic change. Few books show you how to do it better than this one.”
–Dave Ulrich, Author of Leadership Brand, Professor of Business, University of Michigan and Partner, The RBL Group (rbl.net)
“A significant barrier to any major change or innovation management process is in transparently defining the past and desired future state, then connecting the move from the former to latter in an inspirational way. It Starts with One offers novel framing and straightforward stepback, targeted thinking that can streamline and turbocharge the challenging change process.”
–David N. DiGiulio, Consultant and former Vice President, Research & Development, Procter & Gamble
“Leading successful strategic change is one of the biggest and most important challenges executives face today. Black and Gregersen offer a practical set of concepts and tools to meet that challenge.”
–Sue Lee, Senior Vice President, Human Resources and Communications, Suncor Energy Inc.
“I found this book special in several ways. It is not the usual description of the stages of change. Instead, it describes the process of change in human terms–the way people really experience it. They go beneath and look at assumptions (mind maps) that hold people back from being able to change.”
–Jean Broom, Consultant and former Senior Vice President, Human Resources, Itochu International, Inc.
“Talk about change has far outstripped leaders&rsquo ; ability to successfully lead it. Black and Gregersen push the change leaders to explore how they think about or ‘map’ the world in which we live. These maps become either a critical barrier or an asset to their ability to lead change. The authors also provide a challenging self-examination for the serious leader to assess his or her ability to create long-lasting and effective change. Thoughtful leaders will give this a very thoughtful read.”
–Ralph Christensen, Author of Roadmap to Strategic HR
“Strategic change happens one person at a time. Black and Gregersen bring this statement to life by supplying critical insight combined with essential tools for helping individuals negotiate their
way through organizational change.”
–Tyler Bolli, Director, Human Resources, Kohler Company
“This book presents a refreshing new way to think about leading change in organizations. Black and Greg ersen redraw our maps of the change process in a compelling and practical way that gets right to the heart of making real change possible.”
–Marion Shumway, Organization Development Program Manager, Intel
“Insightful handbook packed full of valuable wisdom for unlocking the power of mental maps in any organization’s change efforts.”
–Dave Kinard, Executive Director for Leadership and Organizational Development, Eli Lilly and Company
“Too often in the trenches of organizational life, we deceive ourselves by believing that if we get the boxes in an organization chart or the big systems behind the boxes just right, then organizations change. Black and Gregersen artfully uncover this deception by revealing a new, eye-opening approach to change that can help any leader of change become much stronger and better at it.”
–Mark Hamberlin, Director, Human Resources European Markets Cisc o Systems Inc.
Today, virtually every organization faces massive change. Unfortunately, change is extraordinarily difficult, and most attempts to initiate and sustain it fail. In It Starts with One, J. Stewart Black and Hal B Gregersen identify the core problem: changing individuals and the “mental maps” inside their heads must happen before you can change the organization.
Just as actual maps guide people’s footsteps, mental maps guide daily behavior. Successful strategic change for the organization is all about changing individual mental maps and behaviors first, because they are the organization.
To change organizations, you must break through your own brain barrier–and help those around you do the same. One step at a time, It Starts with One shows how to do that: how to create new destinations, and new, more inspiring effective paths to sustainable change. Black and Gregersen systematically identify the brain b arriers that stand in your way: failure to see, failure to move, and failure to finish. Drawing on their extensive experience consulting with world-class organizations, they offer integrated tools, strategies, and solutions for overcoming each of these obstacles.
This edition offers even more effective tools, more guidance on leading change in globalizing environments, and more insight into changing your own mental maps...liberating yourself to transform your entire organization.
Overcoming the failure to see
Why organizations miss obvious market transformations–and what to do about it
Breaking through the failure to move
Why people fail to change even when they see the need–and how to break through this barrier
Conquering the failure to finish
Why change “stalls out” and how to maintain the momentum
Anticipating change
Why too often people let the need to change become a c risis before acting–to build to a crisis before acting–and how to create the capability to anticipate change, move when needed, and finish in the future without “being told”
To Change the Organization, First Change the Individual.
To Change the Individual, Read This Book!
Seventy percent of organizations that seek strategic change fail. Organizations can’t change because individuals don’t change. Individuals don’t change because powerful mental maps stand in their way. This book offers a powerful, start-to-finish strategy for helping people redraw their mental maps–and unleash their power to deliver superior, sustained strategic change.
Thoroughly updated with new techniques, case studies, and examples, this book offers even more valuable insights for today’s leaders and managers. Among the highlights: a detailed new discussion of how you must change in order to lead change…ne w guidance on leading change in global environments…and more integrated tools and solutions you can start using today!
Table of Contents:
Foreword xixPreface xxi
The Challenge of Leading Strategic Change 1
Magnitude of Change 4
Rate of Change 5
Unpredictability of Change 6
Implications of Change 8
The Crux of the Challenge 10
Simplify and Apply 14
The Fundamentals of Change 16
Barrier #1: Failure to See 21
Blinded by the Light 24
Placing Ourselves at the Center 29
Distorting Our View 34
Upright Maps 38
Summary 40
Solutions and Tools for Breaking through Barrier #1: Helping Peopl e See the Need 43
Contrast 43
Confrontation 44
Combining Contrast and Confrontation 45
The Comprehensiveness Mistake 46
The "I Get It" Mistake 46
Creating High Contrast and Confrontation 48
20/80 Rule 48
Contrast Enhancement Tool 51
More Examples 55
Pulling It All Together 57
Barrier #2: Failure to Move 61
Pulling It All Together 69
Solutionsand Tools for Breaking through Barrier #2: Helping People Make the Move 71
Destination 72
Resources 75
Rewards ; 78
Pulling It All Together 82
Barrier #3: Failure to Finish 85
Getting Tired 86
Getting Lost 94
Overcoming the Final Brain Barrier 97
Solutions and Tools for Breaking through Barrier #3: Helping People Fight through the Finish 99
Providing Champions 99
Charting Progress 103
Change Performance Dashboard 105
Change Communication Plan 107
Pulling It All Together 109
Pulling It All Together 111
One Call That's All 111
Growth for a Change 117
Changing Customers and Suppliers 122
Making Change Person al 131
Summary 138
Getting Ahead of the Change Curve 143
Crisis Change 145
Reactive Change 147
Anticipatory Change 147
Change Penalty 151
Conclusion 153
Index 155
Books about economics: Artist Management for the Music Business and Greenspans Fraud
Jossey-Bass Handbook of NonProfit Leadership and Management
Author: Associates
The Jossey-Bass Handbook of Nonprofit Leadership and Management offers a comprehensive and in-depth description of the most effective leadership and management practices that can be applied throughout a nonprofit organization. This second edition of the best-selling handbook brings you:
• Current knowledge and trends in effective practice of nonprofit organization leadership and management.
• A thoroughly revised edition based on the most up-to-date research, theory, and experience.
• Practical advice on: board development, strategic planning, lobbying marketing, government contracting, volunteer programs, fund-raising, financial accounting, compensation and benefits programs, and risk management.
• An examination of emerging topics of interest such as strategic alliances and finding and keeping the right employees.
• Contributions from luminaries such as John Bryson, Nancy Axelrod, and P eter Dobkin Hall, and the best of the new generation of leaders like Cynthia Massarsky.
BookList
Many management concepts and practices apply universally, but nonprofit organizations have many unique aspects that make administration and direction of them different. A few books, most notably Peter Drucker's "Managing the Non-Profit Organization" (1990), have considered this. Now Herman, who teaches nonprofit management at the graduate level at the University of Missouri at Kansas City, and publisher Jossey-Bass have brought together 28 experts in the fields of nonprofits and management to give us this encyclopedic look at what is sometimes called the third sector. Divided into five major sections (the nature of nonprofit organizations and their context in society, leadership issues, management of operations, development and management of financial resources, and managing people) that address such issues as fund-raising, managing volunteers, lobbying, ethics, and government contracts, the "Handbook" should become a major reference work for this subj ect of growing significance.
Booknews
Experts in the nonprofit and management fields describe effective practice in all the important functions, processes, and strategies of nonprofit organization leadership and management. Based on current research, theory, and experience, the 25-chapter, five-part volume offers practical, comprehensive advice on managing nonprofit organizations. Key aspects include board development, strategic planning, lobbying, marketing, government contracting, volunteer programs, fundraising, financial and management accounting, compensation and benefits programs, and risk management. Annotation c. Book News, Inc., Portland, OR (booknews.com)
Table of Contents:
| 1 | Historical perspectives on nonprofit organizations in the United States | 3 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | Nonprofit organizations and social institutions | 39 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | The legal framework of the nonprofit sector in the United States | 63 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4 | The changing context of American nonprofit management | 81 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5 | The internationalization of the nonprofit sector | 102 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 6 | Board leadership and development | 131 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 7 | Executive leadership | 153 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 8 | 171 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 9 | Ethical nonprofit management | 204 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 10 | Nonprofit lobbying | 230 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 11 | Strategic alliances | 254 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 12 | Marketing for nonprofit managers | 277 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 13 | Designing and managing volunteer programs | 310 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 14 | Evaluating the effectiveness of nonprofit organizations | 345 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 15 | Managing the challenges of government contracts | 371 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 16 | Outcome assessment and program evaluation | 391 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 17 | Designing and managing the fundraising program | 419 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 18 | Enterprise strategies for generating revenue | 436 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 19 | Financial accounting and financial management | 466 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 20 | Management accounting | 513 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 21 | Risk management | 560 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 22 | Keeping the community involved : recruiting and retaining volunteers | 587 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 23 | Finding the ones you want, keeping the ones you find : recr uitment and retention in nonprofit organizations | 623 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 24 | Total rewards programs in nonprofit organizations | 660 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| 25 | Principles of training for volunteers and employees | 703 | |||||||||||||||||||||||||||||||||||||||||||||||||||||
| Conclusion : the future of nonprofit management | 731 |
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