Change with passion: negotiate2score2win
By Ervin Pfeifer and Suzana Leben
()
About this ebook
What you really need is stimulation for that vital "click" in your head! Something to help you accept the change process in a slightly different way. Some out-of-the-box oversight throughout the change management process never goes amiss. And being given the freedom by your management board to make a few mistakes while changing things is important too. Then just add a small dash of the charisma required to engage a critical mass of people around you, and you are now ready to become a real leader for change. You are the chief change officer and your people will rally around you. They will follow through on your change.
Just remember one thing - once you read the book, change management will not become any easier in itself. You'll just become much better at being able to SCORE your change and WIN.
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Change with passion - Ervin Pfeifer
I WELCOME YOU TO THE WORLD OF CHANGE!
Be different and change something! Be different by changing something! Do it with passion! When you do that, you will make a huge difference in what you have observed for most of your life. You should do this because your change will make a difference. For you. For everything and everyone, that surrounds you. For sure.
Difference through change.
Yes, you are right to think that this book is different … it is! But although it is not simply a brochure, it also does not provide a comprehensive overview of everything that has been written about change so far. And, no, this book does not conform to any particular academic theory. All this has already been achieved by great authors over the years.
The book is an experience-based journey through change. It will engage your common sense and will be time well invested. However, you will need all your present knowledge and past experiences to hand in order to add your personal note to the message the book is conveying. At the very end of the journey, this should revive and reinforce your values. And, if this is achieved, we have won!
This book shows you what works. Written through experience and tested in real life. Seasoned with lots of joy in the process too.
The book is not an endless source of a plethora of different alternatives that would require you to spend a few years to find the best solution. Quite the opposite! It makes only a few proposals that work well in practice. This should therefore prevent you from repeating some (but not all) of the mistakes we have made in the past. Have trust. You’ll be surprised to find out how well this book helps you navigate that minefield called change implementation!
Why? Having gained some fruitful experiences from a variety of approaches, we have picked out the few that will work. They have been tried and tested and are very effective. And now they are free from almost all defects and equipped with all the accessories required. It is time to take full advantage of our error-free, best-fit, all-in solutions – solutions that will produce the best possible outcome to SCORE the change you want.
The book is business oriented, but true to life too. All its contents can be used in your company in a very short time – or implemented in any other ecosystem – since it contains written restructuring initiatives, prepared tables, designed models, simple planning and reporting systems and some valuable hints that can help you work through change. While using the book, you can also take part in workshops. You can visit www.score2win.eu. You can use the web’s help-desk too. Tomorrow is not too early to get started!
Like a magician reveals his tricks, it’s high time to demystify the often-overrated role of big consultancies providing you with services in the field of restructuring, productivity and efficiency. You know full well that, at the end of the day, you are the one who does most of the consultants’ work. You don’t need the expensive white collar
advice given to your management board. You need consultants with their sleeves rolled up to work with you in tackling the daily strategic and tactical challenges you face in your workplace!
What you really need is stimulation for that vital click
in your head! Something to help you accept the change process in a slightly different way. Some out-of-the-box oversight throughout the change management process never goes amiss. And being given the freedom by your management board to make a few mistakes while changing things is important too. Then just add a small dash of the charisma required to engage a critical mass of people around you, and you are now ready to become a real leader for change. You are the chief change officer and your people will rally around you. They will follow through on your change.
The change is you! Be wise and change yourself first. Tomorrow, dare to take the chance and change the world!
But be warned! This is not a cookbook! This book will provide you with flesh and bones for a good stew. And it will also suggest which spices you should use to season it properly. Here, you will achieve the best results and win all three Michelin stars.
The examples described in this book should help you get a clearer picture. Its colourful and engaging graphics and interesting content should stimulate both your EQ and IQ. You will have to use your imagination, to get your primary emotions in line with your expectations and the specifics of your business environment. So, that you can make a perfect meal of it! Ok?
Just remember one thing – once you read the book, change management will not become any easier in itself.
You’ll just become much better at being able to SCORE your change and WIN.
Let’s start! ENJOY the journey!
Ervin Pfeifer
Life begins at the end of your comfort zone
Life is progress. Progress drives change. Change directs negotiation. Ergo: Life is negotiation!
This sequence of words might sound somewhat strange to some people. Doesn’t change drives progress
or negotiation makes change
sound better? Yes, this is true when you are a craftsman. And to be good one, you need proper tooling. Change and negotiation are great tools.
But… aren’t you a leader? An architect designing great experiences of life? Yes! That’s why you are steering toward goals, not tools. Therefore, presupposing progress, negotiations on change accompany you on your change management journey. It is the ultimate result of your profound efforts.
Have you already faced the biggest challenge while implementing something different? The human mindset and fear of failure prevent you from making progress (G. Kasparov).
Because innovators have for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new (N. Machiavelli).
But already intuitively it surely must be insane doing the same things over and over again and expecting different results (A. Einstein).
True?
Life is progress.
Progress drives change.
Change directs negotiation.
Ergo:
Life is negotiation
Yes, you often have to embrace the unknown when you are trying to reach your dreams. However, you do not need to love change. At the beginning, you should just like it, flirt with it, live it. To bring some excitement into life, live the change near to its limits. Because where the limits are, going that extra mile, there are no crowds! By choosing to be an explorer of new ventures – beyond the limits of your comfort zone, you are in fact choosing to get the most out of life. Simply to be happy! What more could you want?
You should successfully overcome your internal fear of change! Overcoming fear is the best way to lift your world up and away from its present operational mediocrity. It’s the best way to move towards the operational excellence required to enhance your company’s competitiveness.
Think… learn. Act! Get out of your comfort zone! Seize the opportunity and find the courage to make that choice. Act. Make progress possible!
Take a chance and change!
Are you narcissistic if you consider yourself to be someone who likes to try something before you decide once and for all that you don’t like it? When you try something, you take a chance on change. You cross the line and leave the comfort zone behind. For most people, this is just like entering a room with the lights out. For some it is an experience of a lifetime – when they step into the darkness, they discover they can fly!
Whether it be in your personal or business life, the invisible strings of coexistence are in the hands of change. And to change you need to negotiate. First with yourself and your mind, and then with those you share your life with. You will have to confront a negotiator’s dilemma: should you cooperate or compete with an opponent? It’s not really a dilemma. By differentiating between your opponents based on their individualities and within correspondingly selected negotiation strategy and negotiation tactics, you can mix cooperativeness and competitiveness.
So, let’s do COOPETITION!
Hmmm… but what to call a person on the other side of the negotiation table? An enemy? No! A friend? Well, usually no
as well… An opponent? A rival? A challenger? Would you like to negotiate a change with an opponent? Won’t work! Since the focus of this book is on coopetition
, it is inappropriate to talk of the person on the other side of the negotiation table as an opponent, an enemy… Especially not in these times when, due to the efforts to exit the recession in the world economy, trust and confidence are sadly not very lucrative for us.
When negotiating change with the intention to achieve a win-win situation, we have to call each other decent names. Coopetition
is a dictionary-qualified word. But a person who does the coopetition is not. Therefore, dear reader, let’s introduce a new word: THE COOPETITOR! Welcome him and her into your life!
The coopetitor.
What does passion have to do with change management? You were not asked to love change, but to first like it and flirt with it… Bringing passion into this story simply means you are employing your EQ along with your IQ. By doing that, change management will gradually but surely become something you love. You should fully accept change to develop passion for scoring the win.
What is the book about?
This book has three significant characteristics, all of which reflect the newly introduced SCORE business model for restructuring companies:
1. a proven, most probably defect-free, all-in, One-Stop-Shop approach
2. ready to use with short time-to-implementation
3. the infrastructure required is cost-efficient
1 The book’s holistic framework embraces all relevant topics of restructuring. It offers complete tooling for change management. It doesn’t only include restructuring in terms of its methodology and infrastructure, but also peripheral approaches. Therefore, the presented restructuring approach is in line with the understanding of the essence of change. Assuring that change happens through simplistic Project Management Office (PMO) approach and alerting to potential problems as the SCORE rolls-out in your company.
Furthermore, the book offers you not only the recipe, ingredients and a kitchen to cook up your change, but also a description about how to select the right chef – the HR contact responsible for change management. Negotiation is described as the fil rouge of change management, and this makes the SCORE a one-stop-shop for all chefs, sorry, all Chief Restructuring Officers (CROs).
2 The book contains methodologies and approaches that work. Not only are they simple to understand, they are also straightforward and easy to use. Following them will ensure that you do not waste time searching for the complicated methodologies or tools needed for change management in your company.
Since the book addresses restructuring topics relevant to your company, it will help you prepare activities for both short-term gains and systematic changes. And this is all for the purpose of increasing effectiveness and efficiency. Some suggestions for immediate cost-cutting activities are put forward. Alongside this, no less than 150 restructuring initiatives are presented to help boost your operational profits well above 15%. The efficient restructuring of a few key processes then concludes with the reorganization of the company.
3 the infrastructure required to support the SCORE model is simple and inexpensive to use. Paperwork is minimized, and the chain of command is short and transparent. The approach combines the competences of company staff, with limited recourse to external consultancy for specific problem-solving issues. Planning and reporting are straightforward and enable widespread use among the company employees.
There is one reason why such a holistic approach has not already been presented to you. An integrative approach to restructuring has rarely been presented as an independent, integrative subject in university curricula or on the agendas of specialized seminars. Until now, lectures on business process restructuring, company reorganization, project management, HR, cost cutting, procurement restructuring, negotiation, change management and the like had often been presented as isolated components rather than part of a functioning whole.
Now, almost 250 years after the industrial revolution, which was kickstarted with Watt’s steam engine and introduced new manufacturing and, consequently, management processes, you should change this! By traveling through this book’s five chapters.
At the beginning of the journey, the book introduces you to change. This change will take you out of your performance comfort zone. By doing this, you will be able to reach for the potential that lies in the winds of change.
However, in order to select the change effectively and implement it efficiently, you will be led through 7 logical steps and 24 answers. Answers to questions about the change and about those who have to buy-in
to the change should prepare you for the negotiations to come.
In this book, the negotiation strategy and tactics best suited to your needs are suggested using, for the first time, a less intuitive and more metric-based approach. This book therefore helps you to free your intuition and negotiate in more unconventional ways. The use of metrics-based selection for a negotiation strategy and tactics will improve your odds of winning a negotiation. At the same time, it will prove that the essence of negotiation is mostly comprised of skills that can indeed be trained. The multitasking talent that you will develop as a negotiator will just be the icing on the cake. It will help you to discover your own negotiation style and the best ways to selection the appropriate strategy and negotiation tactics for you. The ability to radiate credibility is a negotiator’s most important asset.
Once you have negotiated your way towards change, as a competent CRO, you will need to adopt effective management to consolidate the change implementation: Plan! Communicate! Perform! Control! Implement! Yes, there will be some mistakes made along the way, but just don’t repeat them!
Let’s navigate the change from design to implementation
SCORE stands for Smart COrporate Restructuring, and is executed through the SCORE approach:
Structure
Communicate
Operate
Review
Enhance.
Want to implement changes in your business? score2win.
The SCORE methodology is about making changes happen using various tools in different phases of the approach. It aims for Doing the right things right the first time
. In its core, it follows the KISS – "Keep it smart simple" – principle. Therefore, the simplest tools whose use comes naturally are applied.
Let's find out how the SCORE approach will lead you through the book’s contents for you to be able to use it tomorrow in your business or private life.
S
is for STRUCTURE
Identify. The constant of the SCORE approach are simple methods such as the 5 Why and 5W. Use them to ask questions about challenge you want to solve. By repeatedly asking Why, What, How, Who and When, you identify a logical set of answers. These gradually lead to the root causes of your challenges. Along the way, you design draft solutions in the form of TO-DOs to be performed.
5W questions: WHAT change are you designing, WHY are you doing it, HOW will you approach it, WHO will do it and WHEN is the right time to do it?
For many people it is difficult to accept that changes have to be made. Therefore, it’s important to dig wide and deep enough to understand all the circumstances of the present situation and find all future potentials. This should be done while taking into account the feelings accompanying the change, preventing fear and resistance, encouraging desire to change. It takes time and preparation. But if you make it right you will get a long list of TO-DOs as a result: hundreds of Whats (changes), justified by Whys (results /benefits), equipped with Whos (resources) and Hows (ways of doing it /approaches). Framed with Whens (timetables /deadlines). However, at this stage of designing you cannot execute the Whats without putting in some more work to make them doable. You must go into detail.
Evaluate. First of all, it is important to know who your Whos are in order to be able to rank the Whats according to Whos and Whys. You have to evaluate them. Again, you use the simplest of tools – the ABC method – to evaluate each of the Whos. Why evaluate the Whos first and not the Whys? Because the Whos are the ones who will make or break the Whats. Namely, the Whys as the outcome depend on which Whos you select to perform the Whats. You identified possible candidates during the workshops, when you first drafted the Whats required. It’s important to make sure they are up to the Whats they will be assigned to! They have to be just right, not over- or underqualified. The wrong selection of performers will cost you their salary, and even more – because you will fail to perform the Whats.
Therefore, you evaluate them according to the relationship you have with them and the ability to advance the relationship while collaborating with them. So, what should the result of an evaluation like this be? You should identify those who will do what is required. You should find those you cannot do without. Those whose relationships with you have the brightest future. You should identify those you communicate with at the same level. And you learn how integrated or dependent you are on them. Yes, it is the same with all the Whos, the internal and the external, employees and partners, stakeholders…
"C" is for COMMUNICATE
Join the team… Choose! You should use all this information when communicating the Whats. Communication is not about talking and telling, it is about explaining, negotiating, understanding and buy-in the story of Whys and Whats.
Since you know the Whos, you can choose the right way to communicate with them. You will coordinate with some of them because you live separate lives and independently perform the Whats to your mutual benefit. You will cooperate with others as there is a high level of dependency and integration, but perhaps the potential to grow together is not sufficiently high. And then there are some whose potential is there, the communication is good, but the level of integration and ability to change are low…. Yeah, you will have to compete with these. But it will be a pure pleasure to work with those you can collaborate with, since you have a mutual interest in growing and nurturing your relationships and performing the Whats to achieve the best results possible.
You should try to identify as many appropriate Whos as you can from the wish list you compiled beforehand and add some more if you consider it necessary. Then benchmark them against the competition and the best in class. This is part of the assessment that helps you get to know the Whos.
Explain. You know all the Whos and the best ways to deal with them. It is time to choose the right ones to actually work out the right Whats. You discuss the Whats with the Whos you’ve shortlisted for the task. Since they are on the same list, they are considered to be competitors for getting the Whats. You also want to discuss the Hows with them, the Whens, the constraints, the risks, and everything connected with making the Whats happen to achieve the Whys. Different Whos will present, explain and defend different approaches to making the change happen. And you should really strive to give the job to the right Who for the right price, of course.
Negotiate. You must negotiate with Whos to find the best ones for individual Whats. There will not always be a long line of Whos interested in Whats. Remember? Whos do not want changes that might affect them. Therefore, some Whats will be orphans. It does not matter which type of challenge you are talking about when persuading, or better said, negotiating with Whos in order to find the right one; you have to ensure the buy-in of the Whos in charge of performing Whats. After all, you want to execute the best Whats on the list to achieve results. And, the best ratio between the accomplished Whys and the used
Whos. You discuss and negotiate the Whats to ensure the best conditions for achieving the Whys and to add some more Whys to the list.
"O" is for OPERATE
Equip. You have your Whos. Now it is time to work on the Hows too. First of all, in the course of this process you will consider the whole package of Whats, which are all interconnected and dependent on each other in achieving the designed Whys.
How will you monitor and control the whole picture of the Whats? Simple ! By setting up the whole infrastructure around the SCORE: a simple monitoring and controlling tool running on inexpensive and widely spread software. And, most importantly, choosing from the Whos you’ve discovered, you’ll assemble your dream team who will follow you on the path to change. Then you will be prepared for doing things right
.
Plan. At this point you have great elements available to prepare a detailed plan for execution. You only have to put small stones together to build the big picture. Not alone but together with your dream team. Together with all the Whos who will be in charge of the Whats. How far have you come? You have listed all the preliminary Whats, Whys, Hows, Whos and Whens. You have assessed all the Whos, negotiated the Whys and Hows. So, you know how things should proceed when working on any of them. You understand the Hows much better now, and have already at least discussed the Whens with the Whos to some extent. However, your success is still dependent on your ability to perform several Whats in parallel