Summary

Change management is a high priority on every corporate agenda these days. But even the fattest budgets & the most brilliant strategies won't do the job if managers don't put the right people in the right positions. This refreshingly different approach to change management is based on a simple & eye-opening premise: that organizational change happens one person at a time. Using the author's unique "personal change capacity" model, it shows managers how to identify & develop people according to their potential: A-players, who thrive in pivotal change positions, B-players, happy to provide support & take on some new challenges, C-players, solid performers, but not comfortable with change, D-players, whose resistance to change is so strong that the company may be better off without them. Based on a proven, battle-tested process developed at major companies, this down-to-earth guide is enhanced by useful assessment forms & planning tools. It should be embraced by every manager & human resources professional charged with the messy but vital task of choosing the best people to making change happen.