The Six Secrets of Change: What the Best Leaders Do to Help...

Features

• Cover Type: Hard Cover with 176 pages
• Published by: Jossey-Bass April 4, 2008
• Written in: English
• ISBN 10 Number: 0787988820
• ISBN 13 Number: 978-0787988821
• Book Dimensions: 8.9 x 6.1 x 0.8 inches
• Weighs: 11.2 ounces

From Publishers Weekly
Fullan (Leading in a Culture of Change) argues that the world is too complex for any theory to possess unassailable certainty, and leaders should shy away from relying on a single blueprint for success. Instead, good leaders should use theories of action to guide their decisions, but remain open to new data that may direct further action. Fullan advocates adopting theories that travel—practical insights that travel across sectors, geography and culturally diverse situations and point to actions likely to be effective given the circumstances. To help managers navigate change, Fullan share six secrets designed to help with large-scale reform: Love Your Employees, Connect Peers with Purpose, Capacity Building Prevails, Learning Is the Work, Transparency Rules and Systems Learn, and provides guidelines for making these secrets work. Although the six secrets are hardly radically new ideas and are presented as a bit of a panacea, Fullan's practical guide is a lucid and encouraging book, likely to appeal to and assist managers at all levels. (May)
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Product Review
"Fullan's practical guide is a lucid and encouraging book, likely to appeal to and assist managers at all levels." (Publisher's Weekly, 03/20/08)

Fullan (Leading in a Culture of Change) argues that the world is too complex for any theory to possess unassailable certainty, and leaders should shy away from relying on a single blueprint for success. Instead, good leaders should use theories of action to guide their decisions, but remain open to new data that may direct further action. Fullan advocates adopting “theories that travel”—practical insights that travel across sectors, geography and culturally diverse situations and point to actions likely to be effective given the circumstances. To help managers navigate change, Fullan shares six secrets designed to help with large-scale reform: “Love Your Employees, “Connect Peers with Purpose,” “Capacity Building Prevails,” “Learning Is the Work,” Transparency Rules” and “Systems Learn,” and provides guidelines for making these secrets work. Although the six secrets are hardly radically new ideas and are presented as a bit of panacea, Fullan’s practical guide is a lucid and encouraging book, likely to appeal to and assist managers at all levels. (May.) (Publishers Weekly, March 17, 2008)

Reader Reviews
Michael Fullan has been working to discover change secrets for years allowing him to amass an extensive data base on the subject. His depth of understanding provides a unique view for the change agent of today. An intriguing aspect of the book is how Fullan goes beyond the work of Collins book Good to Great. If you are a fan of G2G you will appreciate the Six Secrets and how it moves change to the next level. This book will give you ideas to contemplate.