Truth About Thriving in Change, The

This is the eBook version of the printed book. If the print book includes a CD-ROM, this content is not included within the eBook version. Praise for The Truth About Thriving in Change   “Although we know that change is constant, we are always surprised by it. Bill provides a roadmap to successfully navigate corporate change. Being conscientious to follow the ‘Truths’ will enable people to successfully face any organizational challenge.” Rosina Racioppi, President and Chief Operating Officer, WOMEN Unlimited, Inc.   "A must read for managers, Bill uses language with care, economy, and precision. Managing change is basically about helping people deal with uncertainty. This writing effectively uses a combination of practical experience, common sense, and humor in describing strategies designed to achieve desired results while maintaining morale and enhancing engagement." Michael Mimnaugh, Vice President, Human Resources, Sony Corporation of America   "Many students are under the impression that a graduate degree will impart all wisdom, but what they fail to recognize is that there is no substitute for experience. What Bill's book does so well is to impart his substantial experience--along with the textbook knowledge--to move you ahead in your career. If you manage people or projects, the wisdom found within each 'Truth' will help keep you on the leading edge of your profession. This is a reference guide that belongs in your library." Stuart J. Lipper, Senior Director of MBA Programs, Rutgers Business School, Rutgers, The State University of New Jersey   Everything you need to know to drive and sustain successful change...what really works!   ·        The truth about transforming organizations without destroying morale ·        The truth about why your way may not be the best way ·        The truth about creating a cultural framework for long-term success   This book reveals 49 PROVEN CHANGE MANAGEMENT PRINCIPLES and bite-size, easy-to-use techniques that work   This book brings together 49 powerful “truths” about planning, driving, and sustaining organizational change: real solutions for the tough challenges faced by every business leader. You'll discover which skills you need most, and how to develop them...how to lead change without eroding employee motivation, commitment, and productivity...why you must start fast, and "run before you walk"...when to persuade, when to educate, and when to "use force"...how to make the change agenda everyone's agenda...and how to create the right cultural framework for successful change. This isn't "someone's opinion." It's a definitive, evidence-based guide to effective change leadership--a set of bedrock principles you can rely on throughout your entire management career.

Table of Contents:
Preface  ix Part I               The Truth About Staying or Going Truth 1             Life is 10% of what happens to you and 90% of how you react  1 Truth 2             If your values don’t agree, it’s probably time to flee  5 Truth 3             Service awards aren’t what they used to be  9 Truth 4             Teaching long division doesn’t work on a Blackberry  13   Part II              The Truth About What You should Pack Truth 5             It’s not what you’ve got; it’s what you need  17 Truth 6             To manage change, you must lead change  21 Truth 7             You can’t do without a “can-do” attitude  25 Truth 8             If you don’t stand for something, you’ll fall for anything  29   Part III             The Truth About those Early Days Truth 9             Run before you walk  33 Truth 10           Keep your boss your biggest fan  37 Truth 11           There are only three ways to introduce change  41 Truth 12           Build the case: It’s a challenge and an opportunity  45 Truth 13           Teach others how to treat you  49   Part IV             The Truth About Planning Truth 14           If you don’t know where you’re going, you’ll get there  53 Truth 15           To realize the future, you must create it  57 Truth 16           Convert aspiration to invitation  61 Truth 17           Having organizational values matters; living then means more  65 Truth 18           Make the change agenda everyone’s agenda  69   Part V              The Truth About Communications Truth 19           We listen with our eyes  73 Truth 20           Email is the tool of the devil  77 Truth 21           People can’t drink from a fire hose  81 Truth 22           Conversion is for missionaries and crusaders  85   Part VI             The Truth About Matching People with Purpose Truth 23           Organizational structure: Look in from the outside  89 Truth 24           Build your team around your “A” players  93 Truth 25           Candidate screening: Let the facts speak for themselves  97 Truth 26           Avoid the ten potential “placement pitfalls”  101 Truth 27           Don't surround yourself with yourself  105 Truth 28           Why you need to get staffing right  109 Truth 29           If you must “right-size,” do it the right way  113   Part VII            The Truth About Managing Performance Truth 30           One style doesn’t fit all  117 Truth 31           You can influence without authority  121 Truth 32           You can’t work the plan if you don’t plan the work  125 Truth 33           There’s no excuse for excuses  129 Truth 34           Know what buttons to push  133   Part VIII           The Truth About Creating your Cultural Framework Truth 35           Calm waters make for easier sailing  137 Truth 36           Trust is a currency not easily earned, but easily spent  141 Truth 37           If you’re out of sight, you’re probably out of touch  145 Truth 38           Teams aren’t a necessary evil  149 Truth 39           Your way may not be the best way  153 Truth 40           The whole is greater than the sum of the parts  157 Truth 41           Embrace[md]don’t run from[md]the questions!  161 Truth 42           Decision making: The fastest don’t always finish first  165 Truth 43           Exceptions: Can’t live with them; can’t live without them  169 Truth 44           Employee discipline: Ask the more meaningful question  173   Part IX            The Truth About Recognition and Reward Truth 45           Make every employee feel like your only employee  177 Truth 46           A little formal recognition goes a long way  181   Part X             The Truth About Sustenance Truth 47           Your best investment is in[el] YOU  185 Truth 48           Your title is manager; your job is teacher  189 Truth 49           Trying to be all things to all people is a slippery slope  193   References  197 About the Author  211    

About the Author :
William S. Kane is a highly accomplished human resources executive with experience in all aspects of global functional management. He has specific expertise in leading, planning, and executing the human capital strategy associated with profitable business transformations, including startups, large-scale mergers and acquisitions, and enterprise-wide stabilization and repositioning.   Bill has held senior positions for a variety of multinational industrial leaders, such as International Flavors and Fragrances Inc., Electrolux/ Frigidaire, and FMC Corporation...companies with sales volumes ranging from $250 million to $17 billion, with more than 100,000 employees. He’s presently the vice president of human resources and general administration for Kyowa Pharmaceutical in Princeton, NJ.   Bill is an adjunct professor in the MAOB graduate-level certificate program in leadership studies at Fairleigh Dickinson University, as well as a frequent guest lecturer at Montclair State University and at Rutgers University. His professional memberships include the New Jersey Human Resources Planning Group (NJHRPG), the Society for Human Resource Management (SHRM), and the national Academy of Management (AOM). He’s also a mentor in the nationally recognized leadership program for Women Unlimited and in the Beyond the Banks executive program at Rutgers College.   Bill’s perspective on matters of corporate responsibility and human resources has been featured in USA Today, National Business Employment Weekly, and The Financial Times. He has also appeared at New Jersey gubernatorial press conferences, New Jersey congressional hearings, and at forums sponsored by the New Jersey Department of Labor and the New Jersey Network.   Bill is currently studying for his Ph.D. in human and organization development at the Fielding Graduate University in Santa Barbara, California. As an extension of his academic efforts, Bill has collaborated with John Wooden, UCLA’s Coach Emeritus, and Andy Hill, authors of the best-selling book Be Quick But Don’t Hurry, to create and conduct management training seminars for corporate clients, civic groups, and students seeking to lead their teams toward optimized and sustained performance (www.woodenwayleadership.com).   Bill holds three master’s degrees: an MA from Fielding in human and organization development, and an MBA in management and an MA in organizational psychology from Fairleigh Dickinson University. He earned his undergraduate degree from Rutgers College. Bill is a resident of Westfield, New Jersey. He may be contacted at wmskane@aol.com.