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"Change. It's a constant, in life and in business. Its pace is increasing across the globe--and businesses and entities of all stripes must do more than keep up. They must innovate and accelerate to succeed. And yet people--many of the people that businesses rely on--are unnerved by change, often in ways they can't explain. This difficulty in embracing the new hinders breakthrough change initiatives, slowing nearly 90 percent of them to a glacial pace or stopping them entirely. It's a problem--perhaps the hardest problem--that innovative leaders face as they drive toward the future. Now, in Stacking the Deck: An Operator's Manual for Leading Breakthrough Change, readers will find expert guidance and advice on how toeffectively and successfully lead and implement breakthrough change in their organizations--from wherever they stand.Through in-the-trenches stories of experienced leaders of bold, sweeping change in organizations from Intel to Pinkberry, from Asurion to Starbucks, Dave Pottruck, formerCEO of Charles Schwab and winner of the Morningstar CEO of the Year award, walks readers through the social and emotional reality of leading others and all the ups and downs that can entail. Stacking the Deck addresses the challenges leaders are likely to confront in driving and implementing change--and provides a 9-step plan to help leaders successfully organize and drive breakthrough change. Dave presents his nine step process for stacking the deck in favor of success developed over his more than thirty years of experience in leading many of the boldest changes in the financial services industry.Leading breakthrough change is certainly not for the faint of heart. But armed with the right insights, a time proven process, and perspective gained from leaders who have "been there and done that" success can be encouraged although never guaranteed. This book and its contents will help you stack the deck in favor of your ultimate success"--
List of contents
Foreword by Tony La Russa xi
Introduction 1
PART ONE THE STACKING THE DECK PROCESS
1 Step One: Establishing the Need to Change and a Sense of Urgency 15
2 Step Two: Assembling and Unifying Your Leadership Team 31
3 Step Three: Developing and Communicating a Clear and Compelling Vision of the Future 46
4 Step Four: Planning Ahead for Known and Unknown Barriers 58
5 Step Five: Creating a Workable Plan 72
6 Step Six: Partitioning the Project and Building Momentum with Early Wins 88
7 Step Seven: Defining Metrics, Developing Analytics, and Communicating Results 99
8 Step Eight: Assessing, Recruiting, and Empowering the Broader Team 116
9 Step Nine: Testing with Pilots to Increase Success 134
PART TWO LEADING THE CHANGE
10 Using the Nine Steps to Bring Your Initiative to the Real World 153
11 Communicating and Connecting to Inspire 170
12 Innovation: Ideas and Perspectives 194
Epilogue: Final Comments and Reflections 207
Appendix: Featured Leaders 214
Acknowledgments 221
About the Author 224
Index 227
About the author
DAVID S. POTTRUCK is chairman of HighTower Advisors, a wealth management firm, and CorpU, a leadership development organization. He serves on the board of directors of Intel Corporation, as well as the boards of several early-stage companies. Previously, he was president and CEO of Charles Schwab. With Terry Pearce, Dave is coauthor of the bestselling
Clicks and Mortar. Dave is a senior fellow and adjunct faculty member at the Wharton School's Center for Leadership and Change Management, where he has received the school's "Outstanding Teaching Award" for his class "Leading Breakthrough Change." Dave received his BA from the University of Pennsylvania and his MBA with honors from Wharton. A native of New York, he now resides in San Francisco.
For more information, please visit www.leadingbreakthroughchange.com.
Summary
Change is a constant, and leaders must do more than keep up they must innovate and accelerate to succeed. Yet people are often unnerved by change. As a leader during a time of transformation, you may stand up before teams that are indifferent, or even hostile, and need to convince them that change is necessary and urgent.
