The Performance Challenge Talent Acquisition Process

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.

Contents

Part One: The Reality of Enterprise Turnarounds

Background

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

Executive Summary

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.

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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.