Domino: The Simplest Way to Inspire Change

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Leading change just got a whole lot easier.

Think you need awe-inspiring visions, complicated plans, and fist-pounding speeches to inspire change? Think again.

A rising tide of real leaders ranging from banking executives and heads of multinational manufacturers to hospital administrators and small business owners have discovered a surprisingly simple way to deliver steady results in spite of unrelenting change. Brimming with compelling stories and grounded in research, Domino: The Simplest Way to Inspire Change reveals two approaches to leading change: Change by Addition and Change by Decision. Disturbingly, Change by Addition is far less effective, but is used far more often. Until now. Luckily, Change by Decision is not only more effective it also requires less time and fewer resources—allowing ordinary managers to take their teams in exciting new directions.

  • Understand how to free yourself and your team from the shackles of change by addition.
  • Explore stories of real leaders in a multitude of industries to see how the Domino techniques apply in any situation
  • Examine the leadership skills that inspire smart strategies and adaptive teams
  • Execute plans quicker and easier by mastering the art of effective change leadership

Domino: The Simplest Way to Inspire Change is a radically simple book that highlights a new approach for executing change and inspiring agility in the workplace.

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About the author

NICK TASLER is CEO of Decision Pulse, a global management-consulting firm and ThinkTank devoted to helping everyone from the shop floors to the C-suites think more strategically and act more decisively. A highly sought-after speaker and thought leader, Nick has been asked to share his insights with Microsoft, General Electric, Wells Fargo, Symantec, UnitedHealth Group, Yale University and many more of the world's most admired organizations. He also writes management columns for the Harvard Business Review, Bloomberg Business Week, and Psychology Today.

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Additional Information

Publisher
John Wiley & Sons
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Published on
Oct 1, 2015
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Pages
192
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ISBN
9781119083160
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Best For
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Language
English
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Genres
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Thriving in Times of Increasing Change

Never before have organizations faced an environment as turbulent and as difficult as this one. Businesses must change the way they are doing business now to a new way that will work for them in the future. While major organizational change was once the exception, it is now the rule . . . and organizations will have to be very good at organizational change to thrive in the new business environment.

Profound changes are on the way

Todays businesses are bracing for change. Waves of regulatory requirements are coming in increasing amounts and intensity. Competition is more intense and coming from every direction. Customers no longer will settle for yesterdays products, services, or levels of quality.

Things are challenging out there, and businesses can no longer simply hunker down and weather the storm. Many predict that todays storm is tomorrows business environment, an environment in which we must be able to thrive . . . or die. Adding to the assault, many business leaders are shocked at how much change is likely to be required in such a short period of time.

No longer is it a question of if or when huge waves of change will hit, its a matter of how well organizations are positioned to effectively navigate and even flourish in the changes. Waves of change are already hitting the beach, and their strength is almost certain to build. Its too late for a bunker mentality.

Out of the bunkers and into . . . what?

Companies cannot stay in their bunkers forever. Sooner or later they must come out and face the music. That means they must come out and change the way they do business in order to fit into the turbulent world. Change is no longer an option but change the way they do business to what? Companies coming out have two options; options that are as different as night and day.

Surviving: The intuitively-obvious way

The focus of doing business just to survive is logical and intuitively obvious. It has companies adopting and/or adapting survival tactics as the core of their new way. They limit the changes they make to just get over the survival threshold. Process changes are most likely very conservative: patches, glue-ons, work-arounds, tweaks, fix and repair rather than replace, emergency repairs rather than preventive maintenance, etc. all pursued in an atmosphere of severe cost cutting and staffing layoffs. While risk management may be a goal, survival-oriented companies try to dodge every risk regardless of the risk-rewards, taking away almost all of their undeveloped opportunities that might be sources of new life for the company. Unfortunately, the slogan of this new way of doing business might be out of the frying pan and into the fire.

Thriving: The straight and narrow way

The focus of this new way of doing business will be positioning the organization so that it will thrive . . . even in a nasty business environment. The first step in moving toward a thriving business will be to set a vision that is designed to separate the company from the middle-of-the-road pack of competitors. This way of doing business will require the company to improve all work processes that could translate into a competitive edge. Processes must be advanced beyond best practices to an industry leading position.

This way of doing business calls for investment in the best available technology that enables the companys core processes, in equipment upgrades where possible, expansion of employee responsibilities, provision of aggressive training on key skills that support core work processes, and more. All of these actions will require energy and resources as the straight and narrow way calls for an investment and opportunity mindset. However, the largest investment will need to be in innovation not innovation you pay for but innovation from
Move past the obstacles and implement your new strategy

Move is your guide to mobilizing your whole organization to take your business forward. Whatever your needed transformation may be: a new initiative, a new market, a new product, your fresh strategy is up against a powerful foe: an organization's tendency to stay very busy and completely engaged what it's already doing. This book shows you how to cut through resistance and get your team engaged and proactively doing the new thing! Author Patty Azzarello draws on over twenty-five years of international business management experience to identify the chronic challenges that keep organizations from decisively executing strategy, and to give you a practical game plan for breaking through. Leaders tend to assume that stalls in execution are inevitable, unchanging parts of the workplace—but things can change. At the heart of every execution problem is the fact that there simply are not enough people doing what the business needs. This guide shows you how to get your entire organization on board—remove the fear, excuses, and hurdles—and uphold the new pursuit against distractions and dissent.

No transformation can succeed without suitable engagement from the whole organization, but building engagement can be difficult, uncomfortable, and tentative. This book shows you how to get it done.

Get your organization to embrace and personally commit to the new work Remove obstacles and passive aggressive attacks that block progress Defend new strategic initiatives against short term pressures to revert to "business as usual" Sustain momentum and the desire to move forward Make sure no one is ever asking, 'Are we still doing this?'

Inertia isn't just a law of the universe, it's a law in the workplace that can be a major obstacle to making things happen. The great thing about inertia is that it cuts two ways: a body at rest remains at rest, but a body in motion remains in motion. People love to finish things. Move shows you how to make successful execution the new norm—starting today.

The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

• More than 500 appearances on national bestseller lists

• #1 Wall Street Journal, New York Times, and USA Today

• Won 12 book awards

• Translated into 35 languages

• Voted Top 100 Business Book of All Time on Goodreads

People are using this simple, powerful concept to focus on what matters most in their personal and work lives. Companies are helping their employees be more productive with study groups, training, and coaching. Sales teams are boosting sales. Churches are conducting classes and recommending for their members.

By focusing their energy on one thing at a time people are living more rewarding lives by building their careers, strengthening their finances, losing weight and getting in shape, deepening their faith, and nurturing stronger marriages and personal relationships.

YOU WANT LESS. You want fewer distractions and less on your plate. The daily barrage of e-mails, texts, tweets, messages, and meetings distract you and stress you out. The simultaneous demands of work and family are taking a toll. And what's the cost? Second-rate work, missed deadlines, smaller paychecks, fewer promotions--and lots of stress.

AND YOU WANT MORE. You want more productivity from your work. More income for a better lifestyle. You want more satisfaction from life, and more time for yourself, your family, and your friends.

NOW YOU CAN HAVE BOTH — LESS AND MORE. In The ONE Thing, you'll learn to * cut through the clutter * achieve better results in less time * build momentum toward your goal* dial down the stress * overcome that overwhelmed feeling * revive your energy * stay on track * master what matters to you The ONE Thing delivers extraordinary results in every area of your life--work, personal, family, and spiritual. WHAT'S YOUR ONE THING?
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