<p><span>Drive transformation.</span></p><p><span>Change is now constant. As a leader, you must serve as interpreter, project manager, cheerleader, and conduit. Plans evolve. Contexts shift. Progress happens in fits and starts. Through it all, you must push your team forward even when you encounter
HBR Guide to Leading Through Change
β Scribed by Harvard Business Review
- Publisher
- Harvard Business Review Press
- Year
- 2024
- Tongue
- English
- Leaves
- 256
- Category
- Library
No coin nor oath required. For personal study only.
β¦ Synopsis
Drive transformation.
Change is now constant. As a leader, you must serve as interpreter, project manager, cheerleader, and conduit. Plans evolve. Contexts shift. Progress happens in fits and starts. Through it all, you must push your team forward even when you encounter pushback. How can you ensure that your team has the information, the mindset, and the resources they need to be successful?
The HBR Guide to Leading Through Change provides the practical tips, research, stories, and advice you need to understand, communicate, and implement change effectively, no matter the size or scale of the challenge youβre facing. You'll learn to:
- Improve your odds of success
- Communicate a shared vision
- Keep going, even amid lags and setbacks
- Deal with naysayers and roadblocks
- Build trust and resilience on your team
- Make a lasting impact
Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
π SIMILAR VOLUMES
<p><span>Drive transformation.</span></p><p><span>Change is now constant. As a leader, you must serve as interpreter, project manager, cheerleader, and conduit. Plans evolve. Contexts shift. Progress happens in fits and starts. Through it all, you must push your team forward even when you encounter
The experiences of managers in top companies like Disney, 3M, Compaq, and FedEx demonstrate that short-term success actually increases the chances of long-term failure. The authors present a framework for overcoming this ''success syndrome'' and for developing action plans to meet these challenges.
Drawing on the experience of managers in companies like Disney, FedEx and 3M as well as their own consulting practice, the authors show that short-term success actually increases the chances of long-term failure. This text presents a framework for developing action plans to meet these challenges.