Leading Change from the Middle: A Practical Guide to Building Extraordinary Capabilities

Jackson Nickerson

ISBN 10: 0815725221 / ISBN 13: 9780815725220

Edité par Brookings Institution Press, Washington, DC, 2014

A propos de cet article

AG6 - A 2nd printing hardcover book SIGNED and inscribed by author to previous owner on the half-title page in very good condition in very good dust jacket. Dust jacket and book have some bumped corners, light discoloration and shelf wear. Innovations in Leadership. 8.75"x5.75", 137 pages. Satisfaction Guaranteed. Bookshelves abound with theoretical analyses, how-to guides, and personal success stories by famous corporate leaders, public officials, even athletic coaches, expounding on how to lead from the top. But what about those in the middle who are increasingly tasked with trying to reshape, reorient, or recreate the capabilities of an organization? Leading Change from the Middle takes you on the journeys traveled by Kurt Mayer, an information technology executive in the Department of Defense trying to build a new IT system in record time with limited resources, and Stephen Wang, a mid-level leader in city government trying to build a capability for supporting commercial agriculture. Kurt and Stephen have to navigate complex organizational and stakeholder landscapes in which they often have few decision rights and few resources - a common scenario for mid-level leaders. One succeeds; one does not. While following Kurt and Stephen, the book introduces a new approach for increasing the likelihood of successfully leading change. This new approach breaks down into three core strategies: First, identify all relevant stakeholders and partition them into four categories: superordinates, subordinates, customers, and complementors/blockers (those who control needed resources but over whom the leaders have no authority). Second, for each stakeholder category, identify Communications, Strategies, and Tactics (referred to as CoSTS). Third, don't stimulate negative emotions that make people DEAF - Disrespect, Envy, Anger, and Fear - to efforts to produce change. As the book follows the journeys of Kurt and Stephen, it walks through the details of each strategy. In presenting this material in a concise, accessible, and applicable format that translates theory to practice, Nickerson provides an important service for leaders trying to build extraordinary capabilities for their organizations - from the middle. Size: 8vo - over 7¾" - 9¾" tall. N° de réf. du vendeur ec54839

Détails bibliographiques

Titre : Leading Change from the Middle: A Practical ...

Éditeur : Brookings Institution Press, Washington, DC

Date d'édition : 2014

Reliure : Hardcover

Etat : Very Good

Etat de la jaquette : Very Good

Signé : Signed by Author

Edition : 2nd Printing.

A propos de ce titre

Synopsis :

Leading Change from the Middle Takes you on the journeys traveled by Kurt Mayer, an information technology executive in the Department of Defense trying to build a new IT system in record time with limited resources, and Stephen Wang, a mid-level leader in city government trying to build a capability for supporting commercial agriculture.

Présentation de l'éditeur:

Introducing reform, nurturing innovation, and otherwise effecting change in organizations are commonly discussed challenges in management circles. Bookshelves abound with theoretical analyses, how-to guides, and personal success stories by famous corporate leaders, public officials, even athletic coaches, expounding on how to lead from the top. But what about those midlevel managers who find themselves tasked with trying to reshape, reorient, or create the capabilities of an organization? What about leading change "from the middle" is different and unique compared to leading change from the top? There has been no framework to guide managers faced with that unique and vexing set of challenges --until now.

Using authority alone is out of the question --midlevel managers do not have authority over all the relevant people and units. Relying on empowerment and engagement won't work either, because so many of the folks that need to be empowered actually answer to someone else. The "manager in the middle" may not be in a position to command actions and investments from other areas across the organization. He or she must look up, down, and in every direction in search of collaboration.

In "Leading Change from the Middle" Jackson Nickerson --manager, professor, writer, and organizational consultant --introduces a new way to think about leading change from the middle. His framework employs a unique toolkit and approach to leading organizational change --an approach that has been tested with executive MBAs, government executives, and professional managers in real organizations. In presenting this material in a concise, accessible, and applicable format that translates theory to practice, Nickerson provides an important service for leaders trying to build extraordinary capabilities for their organizations --from the middle.