Bookshelves abound with theoretical analyses, how-to guides, and
personal success stories by famous corporate leaders, public
officials, even athletic coaches, expounding on how to lead from
the top. But what about those in the middle who are increasingly
tasked with trying to reshape, reorient, or recreate the
capabilities of an organization? Leading Change from the Middle
takes you on the journeys traveled by Kurt Mayer, an information
technology executive in the Department of Defense trying to build a
new IT system in record time with limited resources, and Stephen
Wang, a mid-level leader in city government trying to build a
capability for supporting commercial agriculture. Kurt and Stephen
have to navigate complex organizational and stakeholder landscapes
in which they often have few decision rights and few resources - a
common scenario for mid-level leaders. One succeeds; one does not.
While following Kurt and Stephen, the book introduces a new
approach for increasing the likelihood of successfully leading
change. This new approach breaks down into three core strategies:
First, identify all relevant stakeholders and partition them into
four categories: superordinates, subordinates, customers, and
complementors/blockers (those who control needed resources but over
whom the leaders have no authority). Second, for each stakeholder
category, identify Communications, Strategies, and Tactics
(referred to as CoSTS). Third, don't stimulate negative emotions
that make people DEAF - Disrespect, Envy, Anger, and Fear - to
efforts to produce change. As the book follows the journeys of Kurt
and Stephen, it walks through the details of each strategy. In
presenting this material in a concise, accessible, and applicable
format that translates theory to practice, Nickerson provides an
important service for leaders trying to build extraordinary
capabilities for their organizations - from the middle.
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