A practical guide to navigate change in today's organizational climate. Change or perish: this is a current motto for leaders in all types of organizations. But how does one adapt to such fast and furious change and effectively lead the...
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A practical guide to navigate change in today's organizational climate. Change or perish: this is a current motto for leaders in all types of organizations. But how does one adapt to such fast and furious change and effectively lead the organization through change? Hans Finzel provides a proven strategy in Change is Like a Slinky, exploring the six major phases in the cycle of change. As he says, "Change is a lot like a Slinky... A slinky can be a lot of fun, but it is also completely unpredictable." Instead of grudgingly wading through inevitable change, readers will find themselves equipped and fired up to tackle it head on.
Finzel is Executive Director of CBInternational. He holds degrees from both Dallas Theological Seminary and the Fuller School of Missions.
John C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 13 million books. His organizations have trained more than 2 million leaders worldwide. Dr. Maxwell is the founder of Injoy Stewardship Services and EQUIP. Every year he speaks to Fortune 500 companies, international government leaders, and organizations as diverse as the United States Military Academy at West Point and the National Football League. A New York Times, Wall Street Journal, and Business Week best-selling author, Maxwell was one of 25 authors and artists named to Amazon.com's 10th Anniversary Hall of Fame. Three of his books, The 21 Irrefutable Laws of Leadership, Developing the Leader Within You and The 21 Indispensable Qualities of a Leader have each sold over a million copies. - Publisher.
- <div>introduction: Change Is A Runaway Slinky<p><br>phase One: Accept The Need For Change<br><br>1. Keep Your Coils Light<br><br>2. Resistance Is Futile</p>3. With The Slightest Nudge, You Can Change Things<br><br>4. Change For Change's Sake<br><br>5. A Love-hate Relationship With Change<p><br>phase Two: Aim Squarely At The Future <br><br>6. Got Vision?<br><br>7. Playing Takes A Dreamer<br><br>8. Follow That Bouncing Change!<br><br>9. Become A Futurist<br><br>10. It's All About Alignment<p><br>phase Three: Anticipate Your Adversaries And Allies<br><br>11. Create A Sense Of Urgency<br><br>12. Build Consensus From The Inside Out<br><br>13. The Anatomy Of Resisters<br><br>14. The Next Big Thing<br><br>15. Don't Forget Your Faqs<br><p>phase Four: Advance The Plan With Courage And Tenacity<br><br>16. Launch With Courage<br><br>17. Communicate, Communicate, Communicate!<br><br>18. Think 1-3-5<br><br>19. Think Leaps, Not Tweaks<br><br>20. Be Sure To Issue Flak Jackets<br><br><br>phase Five: Adjust Course As You Listen And Learn<br><br>21. Change Is Like A Box Of Chocolates<br><br>22. Read The Seasons<br><br>23. Listening Leaders<br><br>24. Learn, Unlearn, And Relearn<br><br>25. The Law Of The Boomerang Effect<br><br><br>phase Six: Align Your Team As You Stay The Course Of Change<br><br>26. Take The Long View Of Success<br><br>27. Encouragement: The Oil Of The Change Process<br><br>28. Paradigm Pliancy: The Ongoing Quest For Alignment<br><br>29. Trust: The Glue That Keeps The Team Together<br><br>30. Never Give Up Your Dream!<br></p></div>
It took forty years for radio to gain fifty million domestic listeners in the United States. Then it took only thirteen years for television and cable TV to gain fifty million viewers. And the Internet? It took only four years to gain fifty million domestic users. With the advent of PDAs and wireless phones, Internet usage worldwide will exceed 1.1 billion in 2005. That means one of every six residents of planet earth will be using the Internet in 2005.1 And look at the explosion of cell phone usage. Today there are already one billion mobile phone users worldwide. China is adding five million new cell users per month! Name an age-old problem you hardly even imagined would be turned on its ear. I can name you an upcoming technology with a strong chance of solving it within the next twenty years. You name it, and if your organization is founded upon solving the last millennium's paradigms, you're in trouble. I'm not telling you to abandon your mission, but rather to work very, very hard at keeping your coils light. Get ready to adapt to changes of a magnitude that will make your head spin.