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Sustaining Change: Leadership That Works
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Review
"…this book will enable organisations to make substantial performance improvements in change leadership." (Government Opportunities, March 2008)
"Rowland and Higgs argue that what leaders do determines half of change implementation success." (Gulf Business, October 2008)
Review
“Drawing on a combination of research and experience, the authors present a framework for leading change”. (Finance & Management Faculty July 2008)
“Drawing on a combination of research and extensive organisational experience, the authors present a framework for leading change.”(PublicNet.co.uk Tuesday 29 April 2008)
"…this book will enable organisations to make substantial performance improvements in change leadership." (Government Opportunities, March 2008)
"Rowland and Higgs argue that what leaders do determines half of change implementation success." (Gulf Business, October 2008)
"I found this book thought provoking with some interesting stories and quotes" (Edge – Institute of Leadership & Management, November 2008)
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Most Helpful Customer Reviews
4 of 4 people found the following review helpful
Format:Hardcover
Change in organisations is the challenge that every leader is facing in a world where the very dynamics of globalisation, hypercompetition and better informed customers and stakeholders simply determine that survival demands change. It is the very essence of survival.
The field is however littered with complexity and paradoxes and few works that the practising leader can turn to for realible help. For over a decade since Kotter's "Leading Change: why transformation efforts fail?" leaders have had little to advance their thinking until now.
In the most readable of books, Rowland and Hicks have written a work which is a true milestone. In three well defined sections they firstly present their soundly researched observations as to why the art of leadership itself is changing. In Part Two the authors lay out a framework for leaading change that is masterful on account of its simple logic; it clearly identifies four management practices which if worked together in a simple framework, are the source of real an sustained change. The fraemwork is illustrated with ample examples of what leaders actually do to make change happen - this is soundly based on hard practical advice and the experience of practicing leaders and managers. In the final section the authors draw together the differeing practices to guide the reader as to the need to balance these four practices and how they themselves should play there own role in leading change.
This book is a seminal work. Any leader facing the need to change a business or institution should read this - it will open the mind. It is grounded in hard research but avoids labouring it, to instead provide a clear and understandable practical guide as to how to initiate and sustain change. You might be facing a complete organistaional restructuring or a single project for which support of the organisation is required for success - if you are leading one of those - then a few hours reading this book and applying its framework to the challenge could save you and your organisation the immeasurable pain of failing in the task.
The field is however littered with complexity and paradoxes and few works that the practising leader can turn to for realible help. For over a decade since Kotter's "Leading Change: why transformation efforts fail?" leaders have had little to advance their thinking until now.
In the most readable of books, Rowland and Hicks have written a work which is a true milestone. In three well defined sections they firstly present their soundly researched observations as to why the art of leadership itself is changing. In Part Two the authors lay out a framework for leaading change that is masterful on account of its simple logic; it clearly identifies four management practices which if worked together in a simple framework, are the source of real an sustained change. The fraemwork is illustrated with ample examples of what leaders actually do to make change happen - this is soundly based on hard practical advice and the experience of practicing leaders and managers. In the final section the authors draw together the differeing practices to guide the reader as to the need to balance these four practices and how they themselves should play there own role in leading change.
This book is a seminal work. Any leader facing the need to change a business or institution should read this - it will open the mind. It is grounded in hard research but avoids labouring it, to instead provide a clear and understandable practical guide as to how to initiate and sustain change. You might be facing a complete organistaional restructuring or a single project for which support of the organisation is required for success - if you are leading one of those - then a few hours reading this book and applying its framework to the challenge could save you and your organisation the immeasurable pain of failing in the task.
1 of 1 people found the following review helpful
Format:Hardcover
At long last - a book which validates our feelings regarding the type of organisation in which we work. It further tells us that there are different types of changes and different ways of achieving it with different types of people. Then it proceeds to put a scientific, well researched framework over these organisations and tells us how to achieve the changes our organisation needs - and we want. I now understand why so many people are so unhappy about change, and what I and my organisation needs to do to keep us in the forefront of our industry. Congratulations to the authors for their clarity and in producing an easy to read, easy to understand book on such an important area.
1 of 1 people found the following review helpful
Format:Hardcover
This is a thoughtful well researched book that uses stories to explore and illumine how leaders help support and sustain change.
Using a clear framework the authors propose new thinking on what really matters.
Their stories span different types of industries and sectors ranging from Central Government departments, financial services, professional services and oil and gas. Their population sample includes a mixture of CEOs, partners, line managers, section heads and gives a real positive message that leadership is found at many levels in the organisation.
This is a book about leadership at all levels in the business not leadership via hierarchical position alone.
What is unique about this book is that the theory comes from what leaders say they do.
Using a clear framework the authors propose new thinking on what really matters.
Their stories span different types of industries and sectors ranging from Central Government departments, financial services, professional services and oil and gas. Their population sample includes a mixture of CEOs, partners, line managers, section heads and gives a real positive message that leadership is found at many levels in the organisation.
This is a book about leadership at all levels in the business not leadership via hierarchical position alone.
What is unique about this book is that the theory comes from what leaders say they do.
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Most Recent Customer Reviews
I liked it!
I liked this writing for many of the reasons stated above in previous reviews so won't repeat them. I have had the pleasure of working with one of the authors, Deborah Rowland, and... Read more
Published 11 months ago by Khurshed Dehnugara
Driving large-scale change through leadership
70% large-scale organisation initiatives fail to realize the intended benefits. Rowland and Higgs link the current need for complex change with a conceptual and practical approach... Read more
Published on 1 Mar 2009 by Ms. Ay Scott
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