The Performance Challenge Talent Acquisition Process
The Baby Boomer days of plenty of candidates for your open jobs are over. The right talent needed by your organization to survive and thrive is harder and harder to find. Resume based key word algorithms and candidate interviewing do not cut it any more. There is a better way if your organizations is a ‘talent critical’ one. Find out more in this book …..
You can't find a lot of material on the Web on the art of transforming organizations. The folks who are good at it are too busy doing to be writing about it.
This book is the exception. It pulls together decades of personal experience, and extended conversation with other folks who are great at this.
Get insight into the difficult trust dynamics involved, as well as the structured steps that need to be taken.
Part One: The Reality of Enterprise Turnarounds
Initiate A Turnaround? Yes or No
The Turnaround Leader's Mandate
The Background and Experience of Successful Turnaround Leaders
Power, Turnaround Leaders, and Change Sponsors
The Most Essential Critical Success Factor Underlying Turnaround
Things Get Worse Before They Get Better
Perspectives on the Progress of the Turnaround
The Contribution of Change Sponsors to Turnaround
Things Go Bad, Just As They Are Poised To Get Better
Things Go Backward When the Turnaround Leader is Replaced
What It Takes to Avoid These Dynamics
After Word 1: Turnaround Leader Personality and Failed Turnaround
After Word 2: Managing the 'Hurt' of Changing Out People
After Word 3: John Kettle's "15 Myths About Change'
Part 2: A Staged Approach to Major Organizational Change
Succeeding At Organizational Change
The Staged Approach
Part 3: Changing Organizations = Change Executives
The RAP and RAD Frameworks Schematic
Section One: The RAP Framework and Its Critical Success Factors
Section Two: Using the RAP Framework for Disciplined Performance Improvement
Section Three: The Widget Story
Transforming organizations takes more than having a 'big personality' and 'spilling executive blood on the floor". It takes thought, process discipline and 'people smarts'. Learn and get insight into what it takes to succeed at this. Find out just what you need to know to work effectively as either an organization transformation leader or change sponsor.
A very experienced, and extremely well regards of of practice of a major international executive search firm once told Roelf Woldring;
"You are not only a smart guy, you are a very practical one.
I suspect you are better at creating and turning around organizations than you at operating well established ones."
Roelf has spent most of his career creating or 'fixing' broken organizations.
This book is the result.