How Successful Leaders Use Impact, Influence, and Consistency to Transform Their Organizations
By: Robert E. Smith, PhD, Founder, The Change Shop™
Ask any sales person and they will agree the only metric of success that really counts in sales is the purchase decision—the point when the customer, after weighing the options decides to commit to buying your product or service. By comparison, no such metric has really ever existed when it comes to gaining buy-in and commitment to organizational change in the workplace. The science of getting people to commit to change at work has been obscured by flowery language and murky measurements—that is until now.
Selling Change explains the science behind what makes workers “want to” commit to change and transformation at work. Building on decades of academic research and professional experience consulting and leading some of the world’s largest and most complex organizational transformations, the book explores the author’s original research into how highly engaged change commitment leads to higher performance in iconic companies from Build-A-Bear and NYU Langone Medical to Chipotle.
It also introduces a simple, highly predictive, change commitment tool— the 2IsC™ Model (Impact, Influence, and Consistency)—that enables you to measure the strength of your team’s change commitment and resistance levels and track improvements over time. Whether you’re leading a small team, a school, a federal agency, or a Global Fortune 500 company, Selling Change provides a clear, scientifically-proven, and repeatable approach to successfully launching and leading transformational workplace change.
About The Author
Robert E. Smith, PhD, is the founder and CEO of change management platform The Change Shop™.
Robert has over 15 years of experience designing and leading organizational change and transformation initiatives at a range of organizations including Fortune 500 companies, global private organizations, nonprofits and U.S. federal government agencies. He is the founder of The Change Shop™, LLC, an integrated, cloud-based change management platform that helps leaders “put change in the bag” by building high-performing organizations through a suite of web-based change management solutions, leadership assessment tools, and change simulations. The designs for The Change Shop™ and the book, Selling Change, are based on Smith’s experience partnering with leaders ‘in the trenches’ to make difficult organizational changes a reality.
Successfully driving change is one of the most critical, yet least-understood, concepts for leaders. Selling Change combines an academic primer with new, cutting-edge research to provide practical insights and concrete steps for those tasked with moving organizations to the future.
Selling Change is not the typical change management book dedicated to packaging past ideas with new flair. Instead, it admits the shortcoming of prior models in today’s volatile and ever-changing business environment. Selling Change finds the best of the past and builds on it while providing practical new approaches backed by research and cross-industry best practices. With the tools this provides you really can put a price on the value of change management. This is a must read for change practitioners and leaders of change programs alike
Robert’s book is timely and relevant. He takes us on a journey through real-life change in organizations. And he is able to blend theory and research to provide a practical application. The 2IsC™ change path is simple to apply. In the midst of an acquisition, I was able to take tools from this book and apply them real-time. Robert is able to address individual change within the context of organizational change. Previous models of change focus on individual change or organization change, leaving professionals to bridge the gap. The 2IsC™ Model addresses the gap and makes it possible to improve change outcomes
When leading change one needs to bring their team along on the journey. Gone are the days of the change hero, doing it all alone. Selling Change provides an actionable, implementable way
to create the buy-in needed for sustained change success. I use these methods and they work!
As a leader responsible for supporting people processes in a complex organizational setting, one of the biggest lessons from the book is the importance of managing stakeholder expectations and emotions during the early phases of change planning (even before impacted stakeholders decide to commit to the change and demonstrate new ways of working) and throughout each stage of the change process. Robert explores change management through real-world case studies, not just theory. This is important because leaders are starving for examples and tips to effectively lead their change initiatives; not more static templates and tools. The book does a superb job of bringing together all three while avoiding over-complicated analysis which made it simple to read cover to cover in an afternoon. I recommend Selling Change to any leader looking for a fresh perspective on leading change and practical tips in how to make change a reality in their workplace.
This book provides a practical and useful new change management playbook that addresses how to avoid failures as found in 60% - 70% of organization change initiatives. It is a ‘must read’ for change agents
Being ‘born’ from asking the question: ‘How do we get people to commit to organizational changes that could result in the worst possible outcome for them personally—the loss of a job?’ the 2IsC™ Model is thought provoking and challenges conventional change management thinking. In Selling Change, Smith challenges change leaders to communicate the need for organizational change using impact, influence, and consistency. The focus on outcomes-focused organizational change is critical given the rapid pace of change we face every day.
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