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In his international bestseller "Leading Change," Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.
Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide. Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change. Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises. In this exciting new book, Kotter explains: · How to go beyond "the business case" for change to overcome the fear and anger that can suppress urgency · Ways to ensure that your actions and behaviors -- not just your words -- communicate the need for change · How to keep fanning the flames of urgency even after your transformation effort has scored some early successes Written in Kotter's signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company.
Transform your organization with speed and efficiency using this insightful new resource Incremental improvement is no longer sufficient in helping organizations navigate the complexity, uncertainty and volatility of today's world. In Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times, authors John P. Kotter, Vanessa Akhtar, and Gaurav Gupta explore how to create non-linear, dramatic change in your organization. You'll discover the emerging science of change that teaches us about how to build organizations – from businesses to governments – that change and adapt rapidly. In Change you'll discover: Why the ability of organizations to deal with threats and take advantage of opportunities in the face of ever greater complexity and uncertainty is being severely challenged In-depth, evidence-based, actionable solutions for dealing with institutional resistance to change Case studies and success stories that describe organizations who have successfully built the ability to change quickly into their DNA A universal approach for how to dramatically improve outcomes from various change efforts, including: strategy execution, digital transformation, restructuring, and more Perfect for managers, executives, and leaders at companies of all types and sizes, Change will also prove to be a valuable asset to other professionals who serve these organizations. This book is for anyone seeking a proven approach for delivering fast, sustainable and comprehensive results.
A proposal to reframe the Anthropocene as an age of actual and emerging coexistence with earth system variability, encompassing both human dignity and environmental sustainability. Is this the Anthropocene, the age in which humans have become a geological force, leaving indelible signs of their activities on the earth? The narrative of the Anthropocene so far is characterized by extremes, emergencies, and exceptions—a tale of apocalypse by our own hands. The sense of ongoing crisis emboldens policy and governance responses that challenge established systems of sovereignty and law. The once unacceptable—geoengineering technology, for example, or authoritarian decision making—are now anticipated and even demanded by some. To counter this, Amanda Lynch and Siri Veland propose a reframing of the Anthropocene—seeing it not as a race against catastrophe but as an age of emerging coexistence with earth system variability. Lynch and Veland examine the interplay between our new state of ostensible urgency and the means by which this urgency is identified and addressed. They examine how societies, including Indigenous societies, have understood such interplays; explore how extreme weather and climate weave into the Anthropocene narrative; consider the tension between the short time scale of disasters and the longer time scale of sustainability; and discuss both international and national approaches to Anthropocene governance. Finally, they argue for an Anthropocene of coexistence that embraces both human dignity and sustainability.
From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
Born into a world of horror, madness and chaos in 1973 to Debbie, a 23-year-old drug addicted prostitute and Howard, a 24-year-old addict and convict, Gregrhi Love grew up quickly with the Department of Children's Services becoming an active part of his life in 1974. With Howard in prison, the only father Gregrhi knew as a child was Bobby, his mother's pimp, drug dealer, and lover. In 1980, he was placed in his first foster home. While foster care was often horrifying, nothing compared to the daily near-death experiences he survived living in Father Panik Village with Bobby and Debbie. On May 23, 1980 his coerced testimony sent Debbie to prison. Now a grown man, Mr. Love uses his childhood traumas to change lives. Working as a teacher allows him to use the experiences of his life to help children who live in a similar world. His experiences give him a perspective most people do not have and knowledge that cannot be obtained from any textbook. There Is An Urgency explores these experiences in an effort to make others aware that people like him walk among us every day. There Is An Urgency is inimitable in that it juxtaposes Mr. Love's experiences as an adult, working with children in school and juvenile detention settings, with personal accounts of physical and sexual abuse from his childhood. There Is An Urgency to share this story of hard won hope and resilience after years of terrifying abuse by a real life monster.
An ordinary leader is someone who leads a small organization or team that is doing great things. They manage the majority of the world’s workforce, but they don’t lead large corporations or big government agencies. Ordinary leaders are rarely written about in books or quoted in magazines. They are, however, important. Maybe not globally, but in their own realm of influence, their leadership makes a difference. The term “ordinary” is also used to highlight the belief that no one ever arrives as a leader. In fact, if someone thinks of themselves as extraordinary, they will not be a very effective leader. Author Randy Grieser presents 10 key insights for building and leading a thriving organization. These are the principles he identifies as instrumental to success as a leader. Writing for leaders everywhere, he inspires, motivates, and explains how to make each insight a reality in your organization. Become a more passionate, productive, and visionary leader by exploring and embracing these 10 insights: Motivation and Employee Engagement: Organizations flourish when employees go beyond what is expected of them. Passion: A passionate, inspired workforce begins with the leader. Vision: Visionary leaders energize and inspire people to work towards a future goal. Self-Awareness: Knowing your strengths and weaknesses is vital for leading any organization. Talent and Team Selection: The right employees must, first and foremost, fit the workplace culture. Organizational Health: Employees are most engaged when leaders are committed to the emotional well-being of everyone. Productivity: Focusing on how and what things get done increases efficiency. Creativity and Innovation: Building processes for innovation puts creativity to work. Delegation: As you free up your time, you will also increase employee engagement. Self-Improvement: Personal development makes all the other principles easier to achieve. Also included are the perspectives of 10 ordinary leaders from a range of professions, survey feedback from over 1,700 leaders and employees, and a resource section that provides detailed guidance and examples for putting these ideas into action.
A majestic big-picture account of the Great Society and the forces that shaped it, from Lyndon Johnson and members of Congress to the civil rights movement and the media Between November 1963, when he became president, and November 1966, when his party was routed in the midterm elections, Lyndon Johnson spearheaded the most transformative agenda in American political history since the New Deal, one whose ambition and achievement have had no parallel since. In just three years, Johnson drove the passage of the Civil Rights and Voting Rights Acts; the War on Poverty program; Medicare and Medicaid; the National Endowments for the Arts and the Humanities; Public Broadcasting; immigration liberalization; a raft of consumer and environmental protection acts; and major federal investments in public transportation. Collectively, this group of achievements was labeled by Johnson and his team the “Great Society.” In The Fierce Urgency of Now, Julian E. Zelizer takes the full measure of the entire story in all its epic sweep. Before Johnson, Kennedy tried and failed to achieve many of these advances. Our practiced understanding is that this was an unprecedented “liberal hour” in America, a moment, after Kennedy’s death, when the seas parted and Johnson could simply stroll through to victory. As Zelizer shows, this view is off-base: In many respects America was even more conservative than it seems now, and Johnson’s legislative program faced bitter resistance. The Fierce Urgency of Now animates the full spectrum of forces at play during these turbulent years, including religious groups, the media, conservative and liberal political action groups, unions, and civil rights activists. Above all, the great character in the book whose role rivals Johnson’s is Congress—indeed, Zelizer argues that our understanding of the Great Society program is too Johnson-centric. He discusses why Congress was so receptive to passing these ideas in a remarkably short span of time and how the election of 1964 and burgeoning civil rights movement transformed conditions on Capitol Hill. Zelizer brings a deep, intimate knowledge of the institution to bear on his story: The book is a master class in American political grand strategy. Finally, Zelizer reckons with the legacy of the Great Society. Though our politics have changed, the heart of the Great Society legislation remains intact fifty years later. In fact, he argues, the Great Society shifted the American political center of gravity—and our social landscape—decisively to the left in many crucial respects. In a very real sense, we are living today in the country that Johnson and his Congress made.
Widely acknowledged as the world's foremost authority on leadership, the author provides a collection of his acclaimed "Harvard Business Review" articles.
This book focuses on the role of the board in family businesses and specifically on processes and topics of strategic importance. It comprises all the relevant topics which need to be addressed on a regular basis such as strategy development, financial management, and leadership. The pros and cons of each issue are elaborated. This is one of the few books which addresses family businesses from governance systems to the role of executives. The diverse set of examples carefully collected by the authors and an in-depth discussion on the topics provide readers with valuable insights to broaden and enrich the effectiveness of governance.