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By William Seidman We were glad to learn that Richard Kramer of ORG, Organizational Resource Group, likes our book and was impressed with our research, data, methods, and results. We’re happy to share his writeup with you: Strategy to Action in 10 Days-Creating High Performance Organizations Are you a leader charged with making a significant organizational change? Is there a lot resting on your ability to make changes within your organization in a short period of time that have holding power? Have you been disappointed with change efforts in the past that haven’t produced desired results? Imagine a way of approaching organizational change that starts from understanding how your best performers do what they do and securing that knowledge. Traditional efforts often start with new concepts and approaches from experts outside the organization. Imagine an approach that requires mid management to have a central role in the change effort. An approach that provides the support and structure to enable them to consistently coach and support staff across an organization, even across a country, in a consistent manner. Traditional approaches often leave the mid management out as observers, with minimal ownership of an initiative. Imagine a change management approach that has an accountability aspect that allows a leader to know, on one computer screen, how a national deployment is going. Traditional approaches have struggled with timely and meaningful accountability. We are pleased to introduce to our friends and clients a new book by William Seidman, Ph.D. and Michael McCauley of Cerebyte called Strategy to Action in 10 Days- Creating High Performance Organizations. We, at ORG, have worked with William and Michael for several years, working to shape strategies of securing knowledge and using this to improve organizational performance. In their new book, based on a fascinating combination of science, they discuss an approach to improving an organization’s performance that is truly unique and effective. If you are looking to stay ahead of the performance curve, I encourage you to add this book to your library. – Richard Kramer, Organizational Resource Group It’s always good to be reviewed well, and we appreciate it. |
Archive for February, 2010
Why Organizational Change Expert Richard Kramer Recommends Our Book
Thursday, February 4th, 2010Changing Attitudes and Opening Closed Minds: Leaders Who Need Leadership
Wednesday, February 3rd, 2010By William Seidman
We’re working on several leadership programs right now, leading an organization through a transformation.
We have built decent best practices that are different from the usual. We’ve been emphasizing “authenticity.”
When we talk about deploying the best practices, though, we get stuck.
After a lot of conversation and thought, we realized that the leaders who most need enhanced leadership capabilities are executives most convinced they are already great leaders. This mindset is a good part of why they are powerfully resistant to considering their own need to grow and change.
Ironically, the best leaders are those who seek out — and are open to – growth opportunities. They’re easy to work with but don’t need the development.
How do you you engage “leaders” who are so resistant to learning from others?
The Art, Science, and Imperfectability of Organizational Change
Tuesday, February 2nd, 2010By William Seidman
I’m working with one of our corporate customers to change their culture and business processes.
During ten weeks I’ve worked with 300 managers. The program has made incredible progress but isn’t complete.
I met with some of the key managers; some were disappointed in the progress we (and they) were making. These managers said although they recognized that the company culture had changed for the better, some people hadn’t fully bought in.
How many people weren’t yet on board? 15 out of 300 — a pretty good ratio (95% success rate) for any organization!
Many managers have what I came to describe as an expectation of perfection. In their view, a change can be called successful only if it is total.
We talked about the progress that has been made and the imperfectability of change.
They relaxed and were able to see the good side. In fact, change that lasts is often slow and usually “imperfect,” but progress is definitely possible.