Leading Constant Change

Philip Webb is CEO of TAM (UK) plc. He specialises in delivering high value human capital change management to both private and public sector organisations. Philip is one of the forerunners in recognising the value of Employee Engagement in improving business performance and deploying it via the internationally recognised Team Action Management programme. TAM (UK) has now expanded his client base to Europe, Africa and the Americas.

• ForewordIntroduction  Part one – Setting the scene for changeCHAPTER 1: SO WHY DO I NEED TO CHANGE?Changes to the social environmentTechnology is changingPopulation and demographics are changingyour markets are changingyour people are changingWhat does this mean for my business?CHAPTER 2: WHY THEN IS CHANGE SO HARD?Using consistency and fairness to support change planningChange thinkingCHAPTER 3: WHAT ARE THE SECRET INGREDIENTS OF EFFECTIVE CHANGE? How to Install trust and fairnessPerformance module 1: Participative PlanningPerformance module 2: Strategic AppraisalPerformance module 3: Financial UnderstandingPerformance module 4: Unbiased Team AccommodationCHAPTER 4: HOW DO I USE AND INSTALL A CHANGE FRAMEWORK?Building the case for Change  Part TWO - The 15 Steps to Leading Constant ChangeSTEP 1:   DEFINE YOUR KILLER STRATEGY FOR CHANGESTEP 2:  ASSEMBLING YOUR NINJA CHANGE PLANNING TEAMSTEP 3:   OVER-COMMUNICATE THE STRATEGYSTEP 4:  HOW TO REALLY ENGAGE YOUR STAFFSTEP 5:  UNDERSTAND YOUR CHANGE PLANSTEP 6:  WHERE IS THE MONEY?STEP 7:  ACCELERATED PLANNING BY PROJECTSSTEP 8: HOW YOUR BUSINESS ACTUALLY WORKSSTEP 9: HOW TO CREATE THE THEATRE FOR CHANGESTEP 10:  INSTAL FAIRNESS AS A SUPERIOR CHANGE DRIVERSTEP 11: CONDUCT THE “CHANGE PLANNING” SESSIONSTEP 12:  USE YOUR ENTIRE STAFF TO EXTEND YOUR PLANSTEP 13:  YOUR HIGH PERFORMANCE PLANSTEP 14:  PUBLISH TO ACCELERATE YOUR RESULTSSTEP 15:  HOW TO DRIVE RAPID EXECUTION  Part THREE – IT’S THE RESULTS THAT COUNTCHAPTER 5:   HOW TO GET THE RESULTS YOU DESERVEDefining ResultsCHAPTER 6: HOW TO MAKE CHANGE A HABIT, NOT JUST AN EVENTGetting into CHANGE thinkingCHAPTER 7:  TEAM ACTION MANAGEMENT REVEALEDThe Clients of Team Action ManagementCHAPTER 8  CONCLUSION  Appendix:  YOUR PERSONAL RESOURCE CHESTAcknowledgements