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Change-Capable Leadership

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Change-Capable Leadership

The Real Power Propelling Successful Change

CCL,

5 min read
5 take-aways
Audio & text

What's inside?

Before business leaders can effect corporate change, they must first take stock of their own competencies.

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Editorial Rating

8

Qualities

  • Applicable
  • Well Structured
  • Overview

Recommendation

Whether negotiating union deals, acquiring a new client or going digital, business leaders today must manage change on a daily basis. But why do some executives fail at change efforts, while others thrive? Center for Creative Learning advisers Shannon Muhly Bendixen, Michael Campbell, Corey Criswell and Roland Smith surveyed 275 executives to find out. Using their answers, the authors created a framework to help any business manage change. But beware, for leaders to effect lasting change, they must be prepared to change themselves first. getAbstract recommends this guide to CEOs, executives and corporate leaders.

Summary

When you’re a leader trying to push forward change, you face myriad challenges, some of which are unique to your industry, company and team, but many of which are universal – such as trying to retain talented employees, grow sustainably or spark innovation. While there are useful “change-management models” to help you decide what actions to take when implementing change, “change-capable leadership” teaches you how to use the appropriate positive behavior to motive your staff.

In a survey of 275 senior executive leaders on “how...

About the Authors

Shannon Muhly Bendixen is a research analyst at the Center for Creative Leadership (CCL) where Michael Campbell and Corey Criswell are senior faculty members. Roland Smith, PhD, is a senior vice president and managing director of CCL’s Asia Pacific region.

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