04876nam 2200649 450 991082195710332120240223124555.01-118-96689-9(CKB)2670000000570307(EBL)1810516(SSID)ssj0001348337(PQKBManifestationID)12619039(PQKBTitleCode)TC0001348337(PQKBWorkID)11370753(PQKB)11192978(MiAaPQ)EBC1810516(Au-PeEL)EBL1810516(CaPaEBR)ebr10949737(CaONFJC)MIL649392(OCoLC)900027608(EXLCZ)99267000000057030720141014h20152015 uy 0engur|n|---|||||txtccrStacking the deck how to lead breakthrough change against any odds /David S. Pottruck ; foreword by Tony La RussaSan Francisco, California :Jossey-Bass,2015.©20151 online resource (255 p.)Includes index.1-118-96688-0 1-322-18128-4 Cover; Title Page; Copyright; Contents; Foreword by Tony La Russa; Introduction; Part One The Stacking the Deck Process; Chapter 1 Step One: Establishing the Need to Change and a Sense of Urgency; Link the Purpose and Mission; Know the Need; Understand the big Picture-and all Perspectives; Underscore the Urgency; Prepare for Resistance and Conflicts; Chapter 2 Step Two: Assembling and Unifying Your Leadership Team; Find and Nurture the Pioneers; Take Steps to Unify the team; Chapter 3 Step Three: Developing and Communicating a Clear and Compelling Vision of the Future; Heading Into the BlueLeaving the Status QUO and Creating the FutureShowing your Passion; Chapter 4 Step Four: Planning Ahead for Known and Unknown Barriers; Mapping the Bermuda Quadrangle; Compounding the Dangers; Planning for the Unexpected; Chapter 5 Step Five: Creating a Workable Plan; Planning and Budgeting; Making Assessments: From the Present to the Future; Planning Components; Planning for Risks and the Inevitable Questions; Chapter 6 Step Six: Partitioning the Project and Building Momentum with Early Wins; Planning for Interim Successes; Buying More time with Interim SuccessesChapter 7 Step Seven: Defining Metrics, Developing Analytics, and Communicating ResultsKnowing your key Results; What are you Measuring?; Measuring Progress and Success: Big data, Metrics, and Analytics; Sharing Results-and Progress; Chapter 8 Step Eight: Assessing, Recruiting, and Empowering the Broader Team; Assess Today for Future Needs; Imagine The Dream Team-and Dream Big; Search for Talent, Skills, and Fit; Unify and Empower the Larger Team; Rebalance and Revamp the team; Chapter 9 Step Nine: Testing with Pilots to Increase Success; Pilot Projects are KeyPilots Demand Constant Evaluation and CoordinationLooking to the Future; Part Two Leading the Change; Chapter 10 Using the Nine Steps to Bring Your Initiative to the Real World; Navigating and Sequencing the nine Steps; Leading With Conviction; Negotiating Terms; Getting Started; Dealing With the risk of Failure; Chapter 11 Communicating and Connecting to Inspire; Leadership Communication Must be Authentic; Leadership Connection is a Discipline; Framework for Personal Leadership Communication Guide; Chapter 12 Innovation: Ideas and PerspectivesInnovating by Meeting Unspoken and Undiscovered NeedsTying Innovations to Values; Breakthroughs Ahead; Epilogue: Final Comments and Reflections; Appendix: Featured Leaders; Acknowledgments; About the Author; Index; More from Wiley; EULAChange is a constant, and leaders must do more than keep up-they must innovate and accelerate to succeed. Yet people are often unnerved by change. As a leader during a time of transformation, you may stand up before teams that are indifferent, or even hostile, and need to convince them that change is necessary and urgent. More than money, time, or resources, the ability to lead these people determines your ultimate success or failure. What does it take to be an effective change leader and increase the odds of success? Stacking the Deck offers a proven, practical approach for inspiring meaninOrganizational changeBusiness planningManagementOrganizational change.Business planning.Management.658.4/06BUS000000BUS041000bisacshPottruck David S.1948-1651715La Russa TonyMiAaPQMiAaPQMiAaPQBOOK9910821957103321Stacking the deck4001837UNINA