Leading Continuous Change

Most change efforts fail because most change methods are built to deal with single challenges in a nice, neat, linear way. But leaders know that today, pressures for change don’t come at you one at a time; they come all at once. It’s like riding a roller coaster: sudden drops, jarring turns, anxious climbs into the unknown. Drawing on his years of experience at the Center for Creative Leadership and Columbia University, Bill Pasmore offers a four-part model and four mindsets that allow leaders to deal with multiple changes simultaneously without drowning in the churn.

The first step, Pasmore says, is to Discover which external pressures for change are the most necessary to address. The key here is to think fewer—step away from the buffet of possibilities and pinpoint the highest-impact options. Then you need to Decide how many change efforts your organization can handle. Here the mindset is to think scarcer—you have only so many people and so many resources, so how do you best use them? Once you’ve figured that out, it’s time to Do—and here you want to think faster. Streamline processes and engage in rapid prototyping so you can learn quickly and cost-effectively. The last step is to Discern what worked and what didn’t, so think smarter—develop metrics, identify trends, and make sure learnings are disseminated throughout the organization.

For each stage of the process, Pasmore offers detailed advice, practical tools, and real-world examples. This book is a comprehensive guide to navigating change the way it happens now.

Bill Pasmore is a senior vice president and global organizational practice leader for the Center for Creative Leadership, which annually provides executive education to more than 20,000 individuals and 2,000 organizations, including more than 80 of the Fortune 100 companies. He is also a professor of practice of organization and leadership at Columbia University and was formerly a partner with Oliver Wyman Delta Consulting, part of the MMC Corporation. He is a consultant to CEOs of global Fortune 1000 firms on change, leadership, senior teams, and organization design and is a frequent speaker at corporate events and conferences.

Foreword by John Ryan, President & CEO, Center for Creative Leadership
Preface
1. Riding the Coaster
2. Leading Complex, Continuous Change
3. Discovering: Think Fewer
4. Deciding: Think Scarcer
5. Doing: Think Faster
6. Discerning: Think Smarter
7. Building Greater Change Capacity over Time 
8. The Key Message and Guidelines for Action
Appendix: A Checklist for Assessing Where You Are
Appendix B: Leading Continuous Change Self-Assessment