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Change-Capable Leadership
Report

Change-Capable Leadership

The Real Power Propelling Successful Change

CCL, 2016

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Editorial Rating

8

Qualities

  • Applicable
  • Well Structured
  • Overview

Recommendation

Whether negotiating union deals, acquiring a new client or going digital, business leaders today must manage change on a daily basis. But why do some executives fail at change efforts, while others thrive? Center for Creative Learning advisers Shannon Muhly Bendixen, Michael Campbell, Corey Criswell and Roland Smith surveyed 275 executives to find out. Using their answers, the authors created a framework to help any business manage change. But beware, for leaders to effect lasting change, they must be prepared to change themselves first. getAbstract recommends this guide to CEOs, executives and corporate leaders.

Take-Aways

  • According to a survey of 275 senior leaders, executives who effectively drive change have three specific competencies in each of three categories:
  • To “propel change,” effective leaders “communicate” a change’s value to others, “collaborate” with colleagues early and “commit” their own behaviors to the goal.
  • To “steer change,” they “initiate” specific outcomes they want the change to bring about, “strategize” a concrete plan and “execute” the strategy.

About the Authors

Shannon Muhly Bendixen is a research analyst at the Center for Creative Leadership (CCL) where Michael Campbell and Corey Criswell are senior faculty members. Roland Smith, PhD, is a senior vice president and managing director of CCL’s Asia Pacific region.


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