By Chris Dawson
Leading tradition swap: What each CEO must Know is a pragmatic consultant for high leaders who're confronted with the problem of shaping their tradition to create long-term, sustainable price. tradition is changeable—but in basic terms with CEO sponsorship and a methodical, most sensible practices procedure.
Author Christopher S. Dawson attracts on 25 years of expertise as an organizational advisor in quite a few industries to delineate 5 severe good fortune elements, with out which tradition switch is not likely to take place. He bargains sensible instruments and techniques to facilitate tradition swap, as well as an total framework that acts as a yardstick for pro and new best leaders. The e-book offers a "red-yellow-green" point of urgency software for choosing the measure of organizational attempt required to deal with the space among approach and tradition; a roadmap for tradition swap; and more.
After describing how one can influence swap, the textual content describes widespread eventualities, supplying instructions, an in-depth case instance, and classes for high leaders. eventually, the ebook outlines 4 crucial management competencies—dual-horizon imaginative and prescient; self-awareness; crew management; and resource of inspiration—based at the standards for leaders of any transformation.
This ebook is a perfect consultant for this day and tomorrow's best leaders—as good as a worthy complement to administration consultants' and human source executives' expert education.
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Additional info for Leading Culture Change: What Every CEO Needs to Know
Adaptability: creating change, customer focus, organizational learning The great accomplishment of the Denison Organizational Culture Survey is that the twelve dimensions are scored as standard score percentiles, against a normative sample of close to a thousand companies over twenty years. 12 If Handy’s fourfold typology is at one end of the organizational culture continuum, the Denison model is at the opposite end. When the Denison tool refers to “core values,” it is not measuring specific value positions or “organizational traits” but the capability of the organization to evidence clear and consistent core values whatever those values might be.
It’s not that they are bad leaders, as much as they cannot see clearly the culture that has been created by them in the course of their leadership. 2. The Ideal Culture—what we would like to be—is the first of the two Shadow Cultures. It is a projected image of values, behaviors, and capabilities that we would like to see in the organization. It is important to realize that this idealized image of what we would like to be is not a realistic or appropriate target for the culture change process—at least not by itself—and for this reason it is a “shadow,” not a reality in the way that the Actual and Vision cultures are.
Chapters 4, 5, 6, and 7 make up Section II, which focuses on the end-toend process, best practices, and practical guidance for the CEO facing the culture change challenge. Chapter 4 outlines the Setup phase of the Culture Change Process. Culture change is a major undertaking that not every company needs to embark on. In this chapter I offer a framework and tools to help the CEO determine the level of urgency for the culture change along a red-yellow-green continuum. Also addressed in Chapter 4 are important framing, communication, and persuasion steps that the CEO must take to make culture change a priority.