Low Goals, Ceremonialism, Change Groups, and the Hawthorn Effect all depend on effective leadership. The best change managers are Star Salespersons. They add drama and pizzazz —they practice Management by Wandering Around (MBWA). They Communicate by Wondering Around (CBWA)—in person, over the net, with posters, with t-shirts & other apparel, in white papers, in books and booklets. They are the cheerleader. But they also have to do their homework. They understand Change and they are prepared for it. They determine the knowledge required and develop programs to deliver it. They understand the importance of attitude. They never force change. They don’t utter the words “Do it because I said so.” They involve the people that will be affected by the change in the decision to change and in planning and managing the change. They reward accomplishing new skills and they stay involved as needed to assure that those new skills become habit. They are there from the beginning through the Valley of Despair (the bottom of the Change Curve) and the eventual climb to the targeted new level of performance or benefit.
A little advance planning, disseminating the right knowledge in the right form to the right people, ceremonialism, recognizing accomplishments, paying attention to it can pay big dividends in terms of achieving the desired benefit without costly disruption and frustration.
An iheritance at risk and the discovery of an extraordinary cache of old wines during Nashivlle's history-maiking flood leads to foul play and death in this mark Rollins mystery adventure--avaiable from Amazon.com and e-book editions are available for the Kindle, the Nook and by going to the itunes store for the IPad.