Leading for Organisational Change Building Purpose Motivation and Belonging 1st Edition by Jennifer Emery ISBN 1119517966 9781119517962

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ISBN 10: 1119517966 
ISBN 13: 9781119517962
Author: Jennifer Emery

Harness the seven key elements of successful organisational change Leading for Organisational Change is an intelligent and practical guide to the human side of merger integration and other organisational change. Building a clear sense of common purpose and then reinforcing it through storytelling can underpin the success of an integration or significant change programme. Pulling together the best thinking from neuroscience, psychology and business, and her rich personal experience in twenty years of leading change projects in professional services organisations and other people-centred businesses, author Jennifer Emery presents a framework for change rooted in seven key themes that help organisations establish their BECAUSE: belonging, evolution, confidence, agility, understanding, simplicity and energy. Exploring the role each theme plays in the context of change, this insightful and warm book shares real-world examples and provides advice on building purpose and culture and strengthening motivation through listening, empowering and collaborating. Clear understanding of purpose, powerful communication techniques and carefully planned implementation strategies assist in navigating an often stressful and uncertain period of change, and can even enable organisations to thrive throughout this period. This book encourages you to apply important lessons to your own context, allowing you to: Focus on the human, cultural and practical elements of organisational change Apply central concepts of communication and motivation to a wide array of situations in your personal and business life Understand perspectives on change from a broad range of professional sectors Build and strengthen communication skills to promote a sense of shared purpose Leading for Organisational Change offers a warm and intelligent perspective on the personal and inter-personal factors that contribute to successful integration. An invaluable resource for professional services and people-focused organisations, this book provides advice that can cross sectors and lend insight to any major change programme.

Leading for Organisational Change Building Purpose Motivation and Belonging 1st Table of contents:

Part I: The Case for a New Kind of Change Leadership

Chapter 1: The Modern Imperative for Change

• 1.1 From Linear to Exponential Change
• 1.2 Navigating Volatility, Uncertainty, Complexity, and Ambiguity (VUCA)
• 1.3 The Difference Between “Managing Change” and “Leading Transformation”

Chapter 2: The Pitfalls of Traditional Change Management

• 2.1 The Top-Down, Command-and-Control Fallacy
• 2.2 The Over-Emphasis on Process Over People
• 2.3 Why Resistance to Change is a Symptom, Not a Disease

Part II: The Three Pillars of Human-Centric Change

Chapter 3: Building Purpose: The ‘Why’ of the Work

• 3.1 Defining a Compelling Vision and Mission
• 3.2 Connecting Individual Roles to a Greater Purpose
• 3.3 The Leader as a Storyteller: Communicating the ‘Why’ with Clarity and Emotion

Chapter 4: Fostering Motivation: The Engine of Engagement

• 4.1 Moving Beyond Extrinsic Rewards
• 4.2 The Power of Intrinsic Motivation: Autonomy, Mastery, and Purpose
• 4.3 Empowering Teams to Own the Change

Chapter 5: Cultivating Belonging: The Foundation of Trust

• 5.1 What Psychological Safety Looks Like in Practice
• 5.2 Building Inclusive Teams Where Everyone Feels Valued
• 5.3 The Role of Connection and Community in Times of Disruption

Chapter 6: The Interplay of Purpose, Motivation, and Belonging

• 6.1 A Holistic Model for Human-Centric Change
• 6.2 When One Pillar Crumbles, What Happens to the Others?

Part III: Practical Frameworks for Leading the Transformation

Chapter 7: The Leader as a Human Catalyst

• 7.1 Leading with Empathy and Emotional Intelligence
• 7.2 The Art of Active Listening and Open Communication
• 7.3 Embracing Vulnerability and Admitting “I Don’t Know”

Chapter 8: Co-Creating the Future

• 8.1 Involving Employees from the Ground Up
• 8.2 Using Workshops and Design Sprints for Collaborative Change
• 8.3 The Power of Small Experiments and Quick Wins

Chapter 9: The Role of Communication in a Disrupted World

• 9.1 Over-Communicating with Clarity and Consistency
• 9.2 Transparency as the New Currency of Trust
• 9.3 Using Different Channels for Different Messages

Part IV: Applications in Diverse Contexts

Chapter 10: Leading Change in a Hybrid or Remote Work Environment

• 10.1 Fostering Connection Across Distance
• 10.2 Maintaining a Shared Purpose in a Distributed Team
• 10.3 Adapting Leadership Styles for Virtual Collaboration

Chapter 11: Case Study: Navigating a Digital Transformation

• 11.1 The Human Challenges of Adopting New Technology
• 11.2 Aligning Digital Tools with Purpose and People
• 11.3 Upskilling and Reskilling with Motivation

Chapter 12: Case Study: Mergers, Acquisitions, and Cultural Integration

• 12.1 Blending Two Cultures through Purpose and Belonging
• 12.2 Overcoming Identity and Loyalty Challenges
• 12.3 Building a New Collective Identity

Part V: Sustaining the Transformation

Chapter 13: Embedding New Behaviors and Habits

• 13.1 The Role of Rituals and Routines
• 13.2 Reinforcing Positive Behaviors and Celebrating Milestones
• 13.3 The Power of Feedback and Continuous Improvement

Chapter 14: Measuring the Human Impact of Change

• 14.1 Beyond Financial Metrics: Measuring Employee Engagement and Well-being
• 14.2 Using Surveys and Qualitative Feedback
• 14.3 Linking Human Metrics to Business Outcomes

Chapter 15: The Change-Fit Organization

• 15.1 Making Change a Continuous, Iterative Process
• 15.2 Building a Learning Culture
• 15.3 The Leader as a Perpetual Learner

 

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Tags: Jennifer Emery, Leading, Organisational