John Kotter, the world's foremost expert on business leadership, distills 25 years of experience into Leading Change. A must-have for any organization, this visionary and very personal audiobook is at once inspiring, clear-headed, and filled with important implications for the future.
The pressures on organizations to change will only increase over the next decades. Yet the methods managers have used to strengthen their companies—total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds—routinely fall short. In Leading Change, Kotter identifies an eight-step process that every company must go through to achieve its goal, and shows where and how people—good people—often derail. Emphasizing again and again the critical need for leadership to make change happen, Leading Change provides unprecedented access to our generation's business master and a positive role model for leaders to emulate.
©1996 John P. Kotter (P)2007 Macmillan Audio
Marty Jacobs consults in the areas of strategic planning, board governance, leadership development, and community engagement.
The author opens this book with a discussion of the common errors people make in trying to implement organizational change. He then goes on to counteract those errors with his eight-stage process for implementing effective and sustainable change: 1) Establishing a sense of urgency; 2) Creating the guiding coalition; 3) Developing a vision and strategy; 4) Communicating the change vision; 5) Empowering a broad base of people to take action; 6) Generating short-term wins; 7) Consolidating gains and producing even more change; and 8) Institutionalizing new approaches into the culture. The first four stages are intended to defrost a hardened status quo, the next three introduce many new practices, and the final stage grounds the changes into the corporate culture and helps them stick. This book is a comprehensive approach to change management and highly recommended for anyone undertaking a major change effort within an organization.
I'd read the hard copy of this several times and wanted to refamiliarise myself with the content before working with a client interstate. I listened to the audiobook on the 13-hour drive to the event and found it clear, engaging and easy to recall (although can't say if that would have been the case if I hadn't already been familiar with the material).
This remains for me one of the benchmark texts on organisational change and I recommend it to anyone with an interest in that area.
Tony T. Alexander
This book had everything that I was looking for and practical ways of understanding change. It's a must read for any leader who is transforming himself or organization through an accelerated change method.
"How to create change in organisations"
For any cynics - all your critisism of leaders who fail - are justified in this book - which is the how to for change that the big egos never read
Essential for anyone - who is committed to create lasting cultural change in an organisation
"Classic Management Text - Must Read"
This has got to be one of the "must reads" of management books. If you've ever tried to convince a group of people (in any setting or organization) to change the way they are doing something, if you've ever tried to introduce a new process, new tool or new way of working to your workplace, or if you've ever been in a situation where your team or company was in denial about loosing against the competition, this book is for you. Kotter in this book outlines an 8 stage process for effecting change. At each stage, he explains why, if you miss this particular stage, your change effort is at risk. I've worked in several high tech companies for the past 25+ years, and even today I can see people trying to introduce change and missing the fundamental lessons of this book - and wonder why their change effort flounders. So save yourself some stress, if you are trying to change something at work, in your club or voluntary organization, read this book and apply the lessons!
"Disappointing and rather repetitive"
Some good ideas like the structured approach. Some titles a little confusing until they are explained. For example; developing a sense of urgency for something that is going to take 2 years is not what I call urgent. This actually is about linking the consequences of change to pay and rations or other things that will make people take notice and keep focus.
It did get a bit boring and repetitive. This is often the norm for business books. Good idea repeated endless times.
Even toned and OK to listen to
No. You flogged the subject enough already.
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