What do you think?
Rate this book
Change the Way You Lead Change: Leadership Strategies that REALLY Work
Popular wisdom suggests that fewer than 20% of all change initiatives are really successful. More alarming still for top managers, a survey of 1087 corporate directors, reported in BusinessWeek in 2005, found that 31% of CEOs fired by their boards were removed because they mismanaged change; more than any other cause. Why is this happening—and why do we need another book purporting to have "the answer"?
Herold and Fedor have spent the last ten years pursuing this question through a series of studies that have examined more than 300 changes and over 8000 individuals who have lived through them. They asked executives to think of an unsuccessful change initiative, and identify the key factors that were responsible for the failure. They found that, while almost all advice about organizational change focuses on a few steps applied to a single change, few people actually lived in a "one change at a time" environment; rather they lived on a "roller coaster of change," with overlapping changes being driven by different events, led by different executives, and originating from different parts of the organization.
In other words, change is never a stepwise or easily prescribed process. Rather, it is messy, complicated, and its outcomes are easily swayed by a host of factors. In this context leaders need to develop and utilize realistic frameworks for organizational change, and to implement a holistic change model that defines and justifies the proposed change, and takes account of both the abilities of those who will be asked to lead and implement the change, and of the context in which the change is to occur
Herold and Fedor developed such a model and then reality-tested their ideas by bouncing them off hundreds of managers who were living change on a day-to-day basis. Those ideas are collected in this practical book.
Herold and Fedor have spent the last ten years pursuing this question through a series of studies that have examined more than 300 changes and over 8000 individuals who have lived through them. They asked executives to think of an unsuccessful change initiative, and identify the key factors that were responsible for the failure. They found that, while almost all advice about organizational change focuses on a few steps applied to a single change, few people actually lived in a "one change at a time" environment; rather they lived on a "roller coaster of change," with overlapping changes being driven by different events, led by different executives, and originating from different parts of the organization.
In other words, change is never a stepwise or easily prescribed process. Rather, it is messy, complicated, and its outcomes are easily swayed by a host of factors. In this context leaders need to develop and utilize realistic frameworks for organizational change, and to implement a holistic change model that defines and justifies the proposed change, and takes account of both the abilities of those who will be asked to lead and implement the change, and of the context in which the change is to occur
Herold and Fedor developed such a model and then reality-tested their ideas by bouncing them off hundreds of managers who were living change on a day-to-day basis. Those ideas are collected in this practical book.
- GenresBusiness
176 pages, Hardcover
First published May 16, 2008
7 people are currently reading
31 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 3 of 3 reviews
May 13, 2015
FANTASTIC BOOK! This has catapulted to one of my favorite business books. Per usual I had the audio version. Everything about the audiobook makes it a 5. Besides the topic, which I will get into, it has summaries at the end of chapters and is well narrated.
The Authors start the book by saying this is not a "How to change" book like so many on the market. Rather this book makes you think about why you want to change and what you want to change. They use very real leaders (Mostly CEO's) who both failed and succeeded at implementing change. Leaders who followed the "blueprints" of other books, but failed at key elements.
I loved the example of how the authors' address the topic of "People fear change"...if that were the case they would fight raises or promotions.
Although most of the examples were CEO level, the lessons taught by their examples can easily be transferred to any level of leader.
A book that makes me think, is a treasure in my mind. After I was done listening I started to think:
"Would Shingo or Ohno have the same success at a company like Ford as they did at Toyota?"
"Would Henry Ford succeed at Ford as he did in his early years?"
"Would Jack Welch have succeeded anywhere other than GE?"
"Would Steven Jobs have succeeded running Microsoft?"
In each case I have determined that it is a resounding - "It depends" Their styles and approaches may have had to change for them to lead in other companies, however their reputations would have given them credibility to make the changes they needed without themselves changing.
The biggest takeaway is this - Do not try to copy a successful leader's methods to change. Learn from what they did right, learn what they did wrong, learn about what is needed in the organization, get input from all levels (don't work in a silo) and understand that lower levels don't see your change as 1 change but as 1 of a series of changes.
The Authors start the book by saying this is not a "How to change" book like so many on the market. Rather this book makes you think about why you want to change and what you want to change. They use very real leaders (Mostly CEO's) who both failed and succeeded at implementing change. Leaders who followed the "blueprints" of other books, but failed at key elements.
I loved the example of how the authors' address the topic of "People fear change"...if that were the case they would fight raises or promotions.
Although most of the examples were CEO level, the lessons taught by their examples can easily be transferred to any level of leader.
A book that makes me think, is a treasure in my mind. After I was done listening I started to think:
"Would Shingo or Ohno have the same success at a company like Ford as they did at Toyota?"
"Would Henry Ford succeed at Ford as he did in his early years?"
"Would Jack Welch have succeeded anywhere other than GE?"
"Would Steven Jobs have succeeded running Microsoft?"
In each case I have determined that it is a resounding - "It depends" Their styles and approaches may have had to change for them to lead in other companies, however their reputations would have given them credibility to make the changes they needed without themselves changing.
The biggest takeaway is this - Do not try to copy a successful leader's methods to change. Learn from what they did right, learn what they did wrong, learn about what is needed in the organization, get input from all levels (don't work in a silo) and understand that lower levels don't see your change as 1 change but as 1 of a series of changes.
March 9, 2025
As someone who helps organizations navigate and manage change, I found Change the Way You Lead Change by David M. Herold and Donald B. Fedor to be a timely and thought-provoking read, especially given the rapid pace of transformation in today’s world. The book takes a comprehensive approach to change management, urging leaders to consider not just top-down strategies, but also bottom-up dynamics, the emotional impacts of change, and the interconnectedness of various changes happening within an organization.
One of the most valuable aspects of this book is its emphasis on the complexity of change. Too often, organizations seek a "quick fix" or follow a prescribed set of steps (like the typical six-step model) to drive change. However, Herold and Fedor argue that such approaches, while appealing in their simplicity, often fall short of delivering meaningful results. Successful change requires leaders to thoroughly understand not only what needs to be changed, but also the people involved, their readiness, and the broader organizational context in which the change is taking place. They make it clear that change is a nuanced endeavor and can’t be tackled with a one-size-fits-all method.
In particular, I appreciated the authors’ insights on the emotional components of change. Change can be overwhelming and stressful, both for those initiating it and for those affected by it. Herold and Fedor emphasize the personal costs of change—such as stress, fear, and the uncertainty that comes with shifting roles or organizational structures. For leaders, recognizing and addressing these emotional challenges is key to successful change. They suggest that leaders take the time to truly understand the emotions of those impacted by change, creating an environment where people feel supported rather than overwhelmed.
The book also underscores the need to move away from the "Change or Perish" mentality, which places the blame for resistance solely on individuals. Instead, the authors propose a more empathetic approach: what if those resisting change have valuable insights or legitimate concerns? This perspective encourages leaders to get buy-in before initiating radical changes, which is something I believe many leaders overlook.
For leaders embarking on transformation, one of the key takeaways is to slow down and carefully assess both the "what" and the "how" of change. The authors suggest that before diving into a solution, leaders must first understand the real problem and the broader context in which change is occurring. Additionally, they argue that change must be introduced at a pace that aligns with the organization’s capacity to absorb and adapt, emphasizing that organizations can only change as fast as their people are ready to embrace it.
While I found much of the book valuable, I did feel that the authors’ model for change management came across at times as a bit of a sales pitch. While the model is practical, it seemed to focus heavily on their specific framework, without fully addressing the broader range of strategies leaders could consider. That being said, the insights provided on managing change with empathy and thorough planning are worth the read for anyone responsible for leading change initiatives.
In today’s fast-changing world, where AI, global disruptions, and shifting employee expectations are reshaping the way we work, the book’s relevance is undeniable. Leaders who are dealing with such challenges would greatly benefit from the authors’ approach, which encourages a thoughtful, inclusive, and measured approach to change management.
Overall, Change the Way You Lead Change is an essential resource for change leaders. It challenges the traditional, simplistic approaches to change management and offers a more thoughtful, human-centered strategy. If you’re managing organizational change—whether implementing new technologies, restructuring, or responding to external challenges—this book provides valuable insights and actionable guidance that can help you lead more effectively and with greater empathy.
One of the most valuable aspects of this book is its emphasis on the complexity of change. Too often, organizations seek a "quick fix" or follow a prescribed set of steps (like the typical six-step model) to drive change. However, Herold and Fedor argue that such approaches, while appealing in their simplicity, often fall short of delivering meaningful results. Successful change requires leaders to thoroughly understand not only what needs to be changed, but also the people involved, their readiness, and the broader organizational context in which the change is taking place. They make it clear that change is a nuanced endeavor and can’t be tackled with a one-size-fits-all method.
In particular, I appreciated the authors’ insights on the emotional components of change. Change can be overwhelming and stressful, both for those initiating it and for those affected by it. Herold and Fedor emphasize the personal costs of change—such as stress, fear, and the uncertainty that comes with shifting roles or organizational structures. For leaders, recognizing and addressing these emotional challenges is key to successful change. They suggest that leaders take the time to truly understand the emotions of those impacted by change, creating an environment where people feel supported rather than overwhelmed.
The book also underscores the need to move away from the "Change or Perish" mentality, which places the blame for resistance solely on individuals. Instead, the authors propose a more empathetic approach: what if those resisting change have valuable insights or legitimate concerns? This perspective encourages leaders to get buy-in before initiating radical changes, which is something I believe many leaders overlook.
For leaders embarking on transformation, one of the key takeaways is to slow down and carefully assess both the "what" and the "how" of change. The authors suggest that before diving into a solution, leaders must first understand the real problem and the broader context in which change is occurring. Additionally, they argue that change must be introduced at a pace that aligns with the organization’s capacity to absorb and adapt, emphasizing that organizations can only change as fast as their people are ready to embrace it.
While I found much of the book valuable, I did feel that the authors’ model for change management came across at times as a bit of a sales pitch. While the model is practical, it seemed to focus heavily on their specific framework, without fully addressing the broader range of strategies leaders could consider. That being said, the insights provided on managing change with empathy and thorough planning are worth the read for anyone responsible for leading change initiatives.
In today’s fast-changing world, where AI, global disruptions, and shifting employee expectations are reshaping the way we work, the book’s relevance is undeniable. Leaders who are dealing with such challenges would greatly benefit from the authors’ approach, which encourages a thoughtful, inclusive, and measured approach to change management.
Overall, Change the Way You Lead Change is an essential resource for change leaders. It challenges the traditional, simplistic approaches to change management and offers a more thoughtful, human-centered strategy. If you’re managing organizational change—whether implementing new technologies, restructuring, or responding to external challenges—this book provides valuable insights and actionable guidance that can help you lead more effectively and with greater empathy.
January 14, 2023
Not much new here. Rehashing the work of others without much entertainment or information.
Displaying 1 - 3 of 3 reviews