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Change Leadership by Bill Mann - Book Tour

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Change Leadership by Bill Mann

Change Leadership: how to lead people through change by [Bill Mann]

80% of change projects fail. It’s a staggering amount.
The most common reason is a reluctance to change by the people involved.
It's not surprising really: people make up a business and it’s those same people who must accept
and adapt to change. The difference between change management and change leadership is making
the connection between organisational change and the human impact on all involved.
This book will show you how to lead change, not just manage it.
Bill Mann, founder of The Keep Calm Guy, has learnt the hard way about change.
After a long career delivering change projects for many businesses it was his personal experiences
of coping with the trauma of a suicide bomb attack, and losing his wife to cancer, that taught him how
to find a path through change that other people will follow.

Information about the Book
Title: Change Leadership
Author: Bill Mann
Genre: Non-Fiction
Publication Date: 21st April 2020
Page Count: 116
Publisher: Clink Street Publishing

Businesses of all sizes, and across every industry, are constantly changing. It may be organically by growing or evolving products and services, or maturing and optimising, or possibly even declining and downsizing. It may be by specific actions such as a merger or acquisition, or a reorganisation, relocation, or simply by recruiting and moving staff to new positions. It may be something seemingly small such as changing the reporting lines of one individual, or something that affects the entire organisation. It could even be something routine such as an annual performance appraisal and pay review. Whatever the reason no business stands still – change is constant.
Walk into any business with more than a handful of staff and there will be change planned, being made, or people struggling with the unintended consequences of change. Structures will change, people are promoted, moved in to new roles, or even demoted or fired. The larger the organisation the larger the change programme you will find. If may be a formal transformation programme, or it may just be a collection of smaller changes spanning the organisation.
Change is always made for good business reasons at the time, and with the best intentions of those leading the change. There will be an objective regarding the future of the business and goals set that have to be achieved. Much work will be done looking at future sales, markets, competition, organisational performance, budgets, resources, operating models, functions, staffing levels, resource levels, roles, etc., etc. All of these are the nuts and bolts of the business, and the organisational design puts it all together to achieve a desired end state. There is only one thing missing, one thing hardly ever considered – the emotional engagement of the people that will either make it work or not. Winning their hearts and minds. This is not simply communication, people management, or a token gesture towards keeping staff on-side to be seen to be doing the right thing, it is an authentic and genuine care for the impact on people, and delivered with complete integrity.
“Clients do not come first. Employees come first.”
– Richard Branson

The people that make a business what it is are not ‘Human Resources’. Resources suggest a business asset to be utilised (which is how many see them), and ‘Human’ is just a depersonalised term to refer to the fact they are living breathing human beings. The people that walk through the office door every morning are husbands, wives, sons, daughters, fathers, mothers, friends, carers, and so on. They have ambitions, fears, worries, stresses, beliefs, and values. They have ups and downs, good days and bad. They are all unique and how they respond to change is what makes the difference to any business. The best plans and models will be extremely painful and costly to deliver without the support of the people that will make it a reality. In practice people are pushed, cajoled, bribed, and otherwise encouraged and forced into the organisational structure and new roles. If they don’t fit, then ultimately, they are pushed out. They are simply expected to ‘get on board’ with the changes.
Every change has an effect on the most important component – the people that run the business. From boardroom to shop floor everyone one is potentially impacted by even the most modest of changes. How they respond has very little to do with their role, skillset, or career path. It has everything to do with who they are as a person, what else is going on in their lives at that time, and what they value. By making sure every individual is understood and supported through the change with empathy and integrity, many if not all can be kept completely engaged – the critical difference between success and failure. This should not be dismissed as being ‘soft’ or unnecessary, this should be encouraged as enlightened leadership. Emotional intelligence is widely reported as a critical leadership skill for the 21st century.

Author Information

Bill Mann is lucky to be alive. Just before 9am on July 7, 2005, he stepped on to the second carriage
of a six-car Circle Line train at London’s Edgware Road.
The train left platform four towards Paddington and seconds later a bomb, hidden inside a backpack,
exploded, sending a fireball through the carriage.
Bill was sent flying across the carriage, as soot, smoke and embers hit the back of his throat.
There were bodies strewn across the carriage and rail tracks as the screaming began.
Bill sat comforting a woman with a serious head injury as panic swept through the tunnel.
In total, 52 people died that day in coordinated attacks across the London transport network,
including six in carriage two at Edgware Road.
A few years later, still recovering from the aftermath of the bomb, his world was rocked again when
he lost his wife to cancer, devastating both him and his young family.
These two body blows would have destroyed many people, not Bill.
After a successful career in the Financial Services industry for organisations such as Visa,
he successfully built a new life for himself and his family, starting not one but two businesses
and building a significant property portfolio. He is a best-selling author and life mentor,
helping others not just cope with change but to really embrace it.
In his first book How to Keep Calm and Carry On, Bill Mann took us on a revealing journey
of self-discovery as he battled to recover from the horrors of 7/7 and the subsequent death
of his wife through cancer a few years later. He revealed how he overcame these two monumental
changes and explained the techniques, thought process, and methodology we can all use to deal
with change in our lives. How to keep calm and carry on. 
In his latest book, Change Leadership, Bill makes the connection between organisational change
and the personal change journey. The missing link that causes so many change projects to fail.
At a time when the world is changing drastically the need for change leadership,
and this insight has never been greater.
An established thought leader on personal and professional change, Bill now works with individuals
and organisations helping them overcome challenges and adapt to change.
His mentoring and support of professionals and teams is instrumental in their success.
He now lives in Essex, England, with his wife, five children, crazy dog, and various visiting friends
and relatives.  He is seriously considering getting a revolving door fitted to his house!

Tour Schedule

Monday 11th May

Tuesday 12th May

Wednesday 13th May

Thursday 14th May

Friday 15th May

Saturday 16th May

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