Published by:
Harvard Business Publishing
Length: 5 pages
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Abstract
One reason leading change is so difficult is the tension it sets up between managing business issues (creating a vision, aligning resources, restructuring the organization) and managing people issues (the legitimate concerns and feelings of those who must carry out the change and deal with its ramifications). Most managers are adept at the business side of leading change, but they fall short when it comes to the human side. How to strike a better balance? This article juxtaposes six pairs of opposite skills - such as being tough and being empathetic - that leaders must balance in order to create and sustain an environment of trust during change.
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Abstract
One reason leading change is so difficult is the tension it sets up between managing business issues (creating a vision, aligning resources, restructuring the organization) and managing people issues (the legitimate concerns and feelings of those who must carry out the change and deal with its ramifications). Most managers are adept at the business side of leading change, but they fall short when it comes to the human side. How to strike a better balance? This article juxtaposes six pairs of opposite skills - such as being tough and being empathetic - that leaders must balance in order to create and sustain an environment of trust during change.