The Problem With Change

Informationen zum Autor Ashley Goodall Klappentext 'A crucial read.' Marshall Goldsmith 'A must-read.' Marcus Buckingham Change and innovation are the cornerstones of dynamic and modern business. Or so we are told. Whether it's a merger or re-org; a new process, policy, or IT "solution"; or reconfiguring the office layout, change has become the ultimate easy button for leaders, who pursue it with abandon and thereby unleash an endless torrent of disruption on employees. The result is life in the blender: a perpetual state of upheaval, uncertainty, and unease. Yes, companies need to grow, innovate, and adapt to changing needs. But stressed-out employees rarely go the extra mile, chaos rarely produces agility or speed, and it's hard innovate or grow while bleeding talent to turnover and quiet quitting. This is how change stymies the very progress that it seeks. Drawing on decades spent leading HR operations at Deloitte and Cisco, Ashley Goodall explores the essential nature of human performance and offers a radical new alternative to the constant turbulence that defines corporate life. By prioritizing team cohesion (instead of reshuffling teams at will), by communicating in real words (rather than corporate speak), by striving for predictability (instead of charisma), by honoring shared rituals (instead of corporately-mandated bonding), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight) and more, leaders at every level can create environments that allow people to do the best work of their lives. Zusammenfassung 'A crucial read.' Marshall Goldsmith 'A must-read.' Marcus Buckingham Change and innovation are the cornerstones of dynamic and modern business. Or so we are told. Whether it's a merger or re-org; a new process, policy, or IT solution; or reconfiguring the office layout, change has become the ultimate easy button for leaders, who pursue it with abandon and thereby unleash an endless torrent of disruption on employees. The result is life in the blender: a perpetual state of upheaval, uncertainty, and unease. Yes, companies need to grow, innovate, and adapt to changing needs. But stressed-out employees rarely go the extra mile, chaos rarely produces agility or speed, and it's hard innovate or grow while bleeding talent to turnover and quiet quitting. This is how change stymies the very progress that it seeks. Drawing on decades spent leading HR operations at Deloitte and Cisco, Ashley Goodall explores the essential nature of human performance and offers a radical new alternative to the constant turbulence that defines corporate life. By prioritizing team cohesion (instead of reshuffling teams at will), by communicating in real words (rather than corporate speak), by striving for predictability (instead of charisma), by honoring shared rituals (instead of corporately-mandated bonding), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight) and more, leaders at every level can create environments that allow people to do the best work of their lives. ...

Auteur

Ashley Goodall

Texte du rabat

'A crucial read.' Marshall Goldsmith

'A must-read.' Marcus Buckingham

Change and innovation are the cornerstones of dynamic and modern business.

Or so we are told.

Whether it s a merger or re-org; a new process, policy, or IT solution ; or reconfiguring the office layout, change has become the ultimate easy button for leaders, who pursue it with abandon and thereby unleash an endless torrent of disruption on employees. The result is life in the blender: a perpetual state of upheaval, uncertainty, and unease.

Yes, companies need to grow, innovate, and adapt to changing needs. But stressed-out employees rarely go the extra mile, chaos rarely produces agility or speed, and it s hard innovate or grow while bleeding talent to turnover and quiet quitting. This is how change stymies the very progress that it seeks.

Drawing on decades spent leading HR operations at Deloitte and Cisco, Ashley Goodall explores the essential nature of human performance and offers a radical new alternative to the constant turbulence that defines corporate life. By prioritizing team cohesion (instead of reshuffling teams at will), by communicating in real words (rather than corporate speak), by striving for predictability (instead of charisma), by honoring shared rituals (instead of corporately-mandated bonding), by fixing only the things that are truly broken (instead of moving fast and breaking everything in sight) and more, leaders at every level can create environments that allow people to do the best work of their lives.

Résumé

**Change and innovation are the cornerstones of dynamic and modern business.

Or so we are told.

The mergers, the constant re-organisations, the new corporate values - or anything delivered by McKinsey consultants from the top down - are all incredibly disruptive and unnerving for people. Ex-Cisco and Deloitte top leadership development executive, Ashley Goodall, reveals why change isn't always a good thing in the long run. In the short-term, and for people on the ground, it has profound human costs like unnerving losses of identity and teams, confusion and uncertainty.

CHAOS, INC. offers an alternative. Goodall argues that leaders need to provide the stability, security and agency employees need to do their best work.

The solutions involve creating a genuine environment for autonomy, zooming in and protecting teams, as well as embracing vivid markers of identity and shared history. These are all practical strategies that leaders can implement to successfully navigate volatile and uncertain conditions, which are sure to not abate.