Turnover at the top can stimulate great changes throughout an organization. These changes can mean low morale, decreased productivity, rumors, and political infighting-or they can revitalize working relationships and opportunities to rethink outdated assumptions and forge new directions. In this book Thomas North Gilmore, a consultant to leaders in business and government, shows how executives in new positions-as well as those overseeing leadership changes-can capitalize on these opportunities and minimize the risks of making changes at the top. Frances Hesselbein, Founding President of the Peter Drucker Foundation and now Chairman of Leader To Leader Institute calls Making a Leadership Change, qThe best book I know on this subject. In my last year as CEO of Girl Scouts, my year of leadership transition, I bought copies for my management team and the officers as an essential resource. I use it today -- the most helpful gift I know for a leader in transition.qAs organizations become larger and more complex, a critical task of leadership is to manage the internal differences that ... A few years ago job-hoppers were looked at askance; today, those who have not changed companies are regarded anbsp;...
|Title||:||Making a Leadership Change|
|Author||:||Thomas North Gilmore|
|Publisher||:||iUniverse - 2003-05-01|