organizational change

All leaders want to outperform, outsell, and outin?novate the competition. And most teams are fully capable of doing so. The problem: we consistently say and do things that spark unconscious fears and keep our people stuck in their Critter State. This primitive fight, flight, or freeze mode distills all decision mak?ing to one question: What will keep me safest? Lying low, sucking up, procrastinating, and doing a good enough job may keep employees breathing, but it doesn?t make for vital organizations. Leaders have to get their people unstuck and fully engaged, replacing their old, limiting mental patterns with new patterns that foster optimal performance. New York Times bestselling author and applied neuroscience expert Christine Comaford knows what it takes to move people from the Critter State into the Smart State, where they have full access to their own creativity, innovation, higher consciousness, and emotional engagement. When an entire culture maintains that state, it becomes what she calls a SmartTribe. Focused. Accountable. Collaborative. Imbued with the energy and passion to solve problems and do what needs doing, again and again and again.

"Addresses the challenge of improving the world, but now from the perspective of becoming original: choosing to champion novel ideas and values that go against the grain, battle conformity, and buck outdated traditions."--Provided by publisher.

CEOs, business presidents, and other high-profile leaders share the strategies that helped them reach to top of the business world.

Explains how managers and other leaders can initiate and sustain long-term change in the corporate environment, looks at companies such as Harley-Davidson and General Electric that are engaged in the process of change, and includes suggestions and exercises for teams and individuals.

A guide for managers on coaching themselves and their employees to be ready for change so their companies can respond quickly to the challenges of the twenty-first century, outlining a process of getting rid of outmoded practices and motivating people to accept new ideas.

Presents a business management fable about a penguin who notices a small problem that could become a big problem for the whole colony, but no one will listen to him; so he devises a plan and enlists others to help get the job done.