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Change is at the core of human essence. The simplest definition of change is to make different. Human essence isn't so simple to define. Aristotle referred to it as to ti esti, "the what it is" As such, change makes different what is.
Many experts now assert the number one task of leaders is simply to manage change. Yet managing change is anything but simple. Leading change is even more difficult. Maximizing value in this environment requires leadership-and not yesterday's authoritarian style of leadership, but leadership at a higher level that connects with both the heart and the mind.
*** 2015 Beverly Hills Book Awards Finalist in category Business-Motivational
*** 2015 National Indie Excellence Awards Finalist in category Leadership
*** 2015 Next Generation Indie Book Awards Finalist in category Nonfiction Ebook
- Sales Rank: #2433886 in Books
- Published on: 2015-02-04
- Released on: 2015-02-04
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .71" w x 6.00" l, .92 pounds
- Binding: Paperback
- 282 pages
Review
"This book beautifully captures an elusive truth. Managers cannot positively change their organizations if they are not positively changing themselves."
--Robert E. Quinn, author of Deep Change, co-developer Competing Values Framework
"Brian Strobel provides precision tools that empower us to embrace the difficult task of leading from the middle. He shows us how to have a positive, transformation impact in an ever-changing world and 'achieve a change that sticks.'"
--Christina de Vaca, Director MSEL, University of San Diego
"Makes you think differently about change, middle management, and middle-managers' capacity to lead change effectively. This book provides a discrete roadmap to improve your approach to change and the results you achieve."
--John J. Murphy, CEO, Venture Management Consultants, author of Zentrepreneur
"A well thought out approach to leading and managing change for the people who need it most. Those organizations that can best manage change are the market leaders of the future. Strobel's common sense approach can help set you and your team on the road to success."
--Tres Bishop, Master Black Belt, Harris Corporation
"Strobel exposes the unknown and the obstacles that keep each of us from getting better results from our change efforts, the most important of which are revealed by becoming aware of our own relationship and resistance to the elements and dynamics of change."
--Michael Mack, MPM Advisory
From the Author
I want to relate why I wrote this book. Having this understanding may help you appreciate the book's unique structure and content. Simply stated, I wrote this to be a tool to help managers get better at leading change.
Those who study such things report that we finish reading less than half of all books that we begin. Within this genre (Management & Leadership), we tend to skim rather than read books cover to cover. Knowing this about our nature, I've constructed the book as a road map that introduces and briefly discusses more than fifty tools and applications for managers to use in their pursuit to deal with the complexities presented by change. Several reviews have adequately identified the absence of a thorough explanation and application for some of these tools and concepts. But any attempt to discuss each of these in detail would require volumes of texts. Within this vein, I've written this book as a reference manual of sort to help middle managers develop improved tools and techniques to deal with the constant change they face in our organizations.
The appendix provides a consolidated Change Leadership Toolbox for the tools and applications discussed within the text. The bibliography provides references for more than 150 sources that readers can use for further independent study. As a side note, several specific concepts are planned for future works that will allow for a more thorough discussion with real-life applications. But in the mean time, I hope that you find the road map provided by Leading Change From Within as something that can add value in your pursuit to improve your organizations and those that you serve.
From the Inside Flap
Sociologists estimate there to be eleven million middle managers in the United States. It's easy to substantiate this number much higher. The latest census shows about fifty-one million workers aligned to management, professional and related occupations. Of these, slightly more than one million are in the role of chief executive. It follows the remaining fifty million are in a role with some decision-making capacity, but don't have ultimate authority. Research indicates as much as 90% of this group claims to be unprepared to deal with change. These professionals seek to accomplish their work while accounting for technology advances, globalization, and an increasing emphasis on lower costs and sustainability. And they do so in an environment of constant change.
Most helpful customer reviews
3 of 3 people found the following review helpful.
A lot of useful material in need of a careful edit
By Doug Erlandson
I was sent a copy of "Leading Change From Within" by the author in exchange for writing an honest review. As someone with a doctorate and nearly 30 years of teaching experience in philosophy I was interested in what Brian Strobel had to say about how to bring about change through middle management.
First, the positives. There is quite a bit of useful material in this book, and if one wants to work at distilling what is essential, there is a great deal of important advice for those who would like to bring about effective and lasting change. Strobel cites numerous studies in his discussion, some of which he agrees with, others of which he is critical, and shows what we can learn from these studies. For someone who is already familiar with the existing literature on bringing about change, "Leading Change From Within" will be an informative read and will undoubtedly provide greater insight.
However, the intended audience of this book is not primarily the academician or professional consultant but middle managers themselves. And unless these middle managers are already familiar with the various models, tools, and applications Strobel cites, they are likely to have a reaction similar to mine. The reason I noted earlier my background as a professional philosopher is because I am used to reading abstract, often difficult material. However, I found myself getting lost (particularly in the first half or so of the book) in the numerous diagrams (which were often not adequately explained) and the references to so many studies and the like, often without sufficient discussion of their relevance. In the end, I had the feeling that this could have been a much better book had it been carefully edited for content, tightened up (the narrative tends to wander and sometimes digress), and explained through the use of more real-life examples to show how the principles can be applied. (Strobel does some of this, but not enough.)
"Leading Change From Within" also should have had a good copy edit before publication. One of my greatest peeves about this day and age of electronic publication and self-publication is that many of the books currently on the market are not well edited. While "Leading Change From Within" is not one of the worst, neither is it one of the best. There are a number of typos, ungrammatical constructions, repeated or dropped words, and misused words. The most egregious of the last mentioned is the frequent substitution of the word "tenant" for "tenet."
Because of these issues I can at best give this book Four Stars.
1 of 1 people found the following review helpful.
This is the Book for the Management Section of your Library
By ronald monroe
As a Middle Manager for a number of years, I have read a number of books on the subject. Most of what is available in the management section are books written by Executives and quite frankly they don’t even begin to address the issues and needs of the Middle Manager. What remains are books on the subject written by professors and other academics. These leave you with theoretical principles which often don’t properly address the practical (Rubber meets the road) needs of a Middle Manager. Finally, Brian has written a book with practical insights from the Middle Managers perspective. These are principles that have actually worked in numerous industry wide applications. I have tried many of these principles and I will tell you that they work. They create a healthy organization with healthy and vibrant employees. That is a priceless combination which contributes more to the common sucesss of the Corporation and Individual than any Management training I have ever received from my company. Based upon my experience I would say; clear your book shelves and replace all those paperweights with this one! It is principle based, it is effective, and the results from applying it are obvious.
1 of 1 people found the following review helpful.
Should be required reading for all managers!
By Jeff B
“Leading Change From Within” is quite possibly the most unique leadership book I’ve read in quite some time, because it focuses heavily on the importance of “servant leadership.” This is an idea that is all but lost to most middle managers, who focus on what their employees can do for them as opposed to evaluating how they, as managers, can propel their employees to greater heights of performance and productivity.
Brian Strobel provides a very detailed method by which managers can motivate their subordinates. Through looking first within themselves, these leaders can then be the role models that their companies need to effect true change. Strobel points out the importance of managers to make themselves available to their employees, rather than the other way around, in order to develop a highly effective organization.
The book is laid out in a very neatly organized fashion, and is written well. Managers of all levels can benefit from the advice within this book, so I strongly recommend “Leading Change From Within” to anyone with managerial responsibilities.
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