Synopses & Reviews
Your roadmap to becoming the CEO of your own job and a leader for organizational change. Argues that the responsibility for renewing the vital bond of trust and commitment is far too important a task to be left to senior management, and shows how you can secure your own future--and the future of your organization--by responding actively, creatively, and effectively to the new demands of the organization in flux. Demonstrates why now--more than ever--we must take responsibility for becoming leaders of change rather than waiting for our organizations to take the first step.Dennis T. Jaffe, Cynthia D. Scott, and Glenn R. Tobe draw on their extensive consulting experience with corporate executives and managers of such leading organizations as IBM, Pacific Bell, General Mills, The Gap, National Semiconductor, and Estee Lauder to demonstrate how to: * create a new employee "empowerment" contract * define the values and vision that will guide you to a new sense of mastery in life and work * develop a committed, productive workforce across the organization * invest in the future by designing work groups and systems that develop the new skills and capabilities required in yourself, in others, and in the organization.
Review
"The most comprehensive roadmap I have seen on how to sustain employee commitment in a workplace of continual change. The book is extremely useful because it is written both to the individual employee who wants to sustain high performance and to the leadership of the organization who want to create an organization that grows continually." —Don Fisher, chairman and CEO, The Gap Inc.
"A book from the heart that gets to the heart of the relationship between people and work. The authors inspire us all to become masters, not victims, of change. Their powerful advice helps leaders and followers alike overcome the crisis of spirit in the workplace to create organizations that empower their people and produce strong commitment. This wise book proclaims one of the most important messages of the '90s: responsibility and accountability." —Rosabeth Moss Kanter, Harvard Business School, author of When Giants Learn to Dance and The Change Masters
"On the cutting edge of what every executive needs to manage change in today's rapid business climate." —Leonard Lauder, president and CEO, Estee Lauder Companies
Description
Includes bibliographical references (p. 255-266) and index.
About the Author
GLENN R. TOBE are partners in HeartWork Inc., a San Francisco-based systems-oriented organizational consulting firm that partners with companies to build sustainable employee involvement and commitment. Together they authored Organizational Vision, Values and Mission (1993). Jaffe is the author of Working With The Ones You Love (1990) and Jaffe and Scott co-authored Managing Change and the best-selling Take This Job and Love It (1988).
Table of Contents
Part One: Empowering Yourself
1. Learn the New Competencies for Success: Practicing Commitment, Control, Challenge, and Connection
2. Align What You Want with What the Organization Needs: Writing the New Work Contract
3. Release Your Personal Power: Becoming a Leader of Change
4. Take Responsibility: Linking Commitment to Action
Part Two: Changing Your Organization
5. The Empowered Workplace: Learning the Dynamics of Change
6. Organizational Purpose: Defining Values, Mission, and Vision
7. From Denial to Commitment: Helping Yourself and Others Make the Transition
Part Three: Building Commitment Together
8. Be a Partner: Fostering Collaboration, Mutuality, and Respect
9. Learn Together: Creating a Climate of Inquiry, Discovery, and Continual Improvement
Epilogue: If You Don't Do It, Nobody Will: Pioneering the New Workplace