Change management has become a difficult subject to get to grips with due to the proliferation of theories, articles, university programmes, certification and, of course, process change models that claim to be ‘the answer’ to change.
What is a relatively simple activity has often become too difficult for the average leader, and that is a concern because change is the primary role of leaders.
Change is often left in the hands of project managers, process implementers, consultants or is assumed to be something that ‘HR knows about’.
If leaders ignore change and leave it in the hands of others then change will miss the vital ingredient that makes it really work - leadership.
Leadership of change is not just changing the process and hoping it works, changing the structure because people aren’t doing what you want, texting people to say they are redundant because that was the minimum legal requirement, or throwing out a few e-mails and hoping that will change culture.
Leadership of change is about leadership of hearts and minds. Leadership that inspires people to embrace doing things differently. Leadership that encourages people to take risks and step outside their comfort zone. Leadership that understands that how you make changes has the biggest impact on the success of the change and the
future success of the organisation. Leadership that takes the ordinary and puts the extra in it.

This book is a series of thoughts on the leadership of change that are designed to be accessible to the reader and make its easy to put into practice.