MAKING CHANGE HAPPEN ONE PERSON AT A TIME

Change management is a high priority on every corporate agenda these days. But even the fattest budgets and the most brilliant strategies wont do the job if managers dont put the right people in the right positions.

This refreshingly different approach to change management is based on a simple and eye-opening premise: that organizational change happens one person at a time. Using the authors unique "personal change capacity" model, it shows managers how to identify and develop people according to their potential:

* A-players, who thrive in pivotal change positions * B-players, happy to provide support and 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 and planning tools. It should be embraced by every manager and human resources professional charged with the messy but vital task of choosing the best people to making change happen.