Everand Logo

Welcome to Everand!

  • Discover millions of ebooks, audiobooks, and so much more with a free trial

    Only $11.99/month after trial. Cancel anytime.

    “I’Ll Try” Is Not Good Enough …: What It Takes to Make Change Happen in the Workplace!
    “I’Ll Try” Is Not Good Enough …: What It Takes to Make Change Happen in the Workplace!
    “I’Ll Try” Is Not Good Enough …: What It Takes to Make Change Happen in the Workplace!
    Ebook118 pages1 hour

    “I’Ll Try” Is Not Good Enough …: What It Takes to Make Change Happen in the Workplace!

    By Kirk W. Nelson, Michael J. Paxton and Philip B. Nelson

    ()

    Read preview

    About this ebook

    If people could change their competencies and characteristics at will, personal development would be a relatively simple matter. However, there are many reasons why people consciously or unconsciously tend to resist change.

    The purpose of this book is to make you aware of techniques for overcoming resistance to change and meaningfully influence the change process in others. Knowledge of these techniques will allow you to formulate and execute truly effective personnel planning and development.

    An individuals behavior is a function of their innate capacity, their level of awareness, their motivation, and their competence to execute their work responsibilities. Behavior is profoundly influenced by each of these factors. Positively impacting an individual is essentially a matter of altering one or more of these factors that are an impediment to behavior change.
    LanguageEnglish
    PublisherAuthorHouse
    Release dateFeb 11, 2012
    ISBN9781468509274
    “I’Ll Try” Is Not Good Enough …: What It Takes to Make Change Happen in the Workplace!
    Author

    Kirk W. Nelson

    About the Authors Philip B. Nelson, PhD Philip Nelson has been engaged as a management consultant in major corporations, fast-growth companies, and entrepreneurial ventures since 1974. His consulting expertise includes executive coaching and development, acquisition and mergers, organizational design and structure, program implementation, cultural assessment and change, executive selection, succession planning, family business transition, and board formation and development. His clients have included Fox Broadcasting Company, Foster Farms, Inc., J. P. Morgan, Millipore, Mattel, Inc., National Semiconductor, Hewlett-Packard, Clorox, General Electric, Pfizer Pharmaceuticals, American Broadcasting Company, Unisys, York International Corporation, the Urban Land Institute, the Wine Group, First Health, and Kysor/Warren. His publications include The Integrated Management Development System, IEP, 1992, The Position Suitability Profile System, IEP, 1993, In Search of Mediocrity, Woodside Press, 1986, The Stress Analysis System, IEP, 1993, Recognizing and Redirecting Stress (video and workbook), Knowledge Resources, 1988, The Management Effectiveness Survey, Interdatum, 1986 and Seven Secrets of Exceptional Leadership, Executive Books, 1997. Before forming IEP Consulting, he was a senior vice president and co-owner of Interdatum, Inc., an international employment database company, where he ran their corporate publishing and consulting group. Philip taught at the university level and served as a managing director of a day hospital/outpatient clinic complex. He was cofounder and codirector of the Vail Colorado Institute, a CME program where the focus was on current research and education in the areas of stress, human illness, change, and productivity. Dr. Nelson has served on the boards of Foster Farms, Pepco, Stag’s Leap Wine Cellars, and Syntrio. Michael Paxton Michael Paxton has a successful and extensive leadership background. His experiences include president of Pillsbury’s baked goods division, CEO of Häagen-Dazs, CEO of Sunbeam’s health and safety division, chairman and CEO of O-Cedar Holdings, Inc., and he is currently chairman of Transport America, a for-hire truckload carrier. He has had the opportunity to lead both private and public companies. Mike has also had over twenty years of experience on public and private boards, including companies competing in the areas of medical devices, consumer package goods, pharmaceuticals, transportation, and communications. He is currently on the boards of Foster Farms, Inc., Transport America, Azteca Foods, Inc., Gemini, Inc., and XATA Corporation (Nasdaq: XATA). His excellent strategic skills have always been balanced with an understanding of the importance of day-to-day, hands-on attention to the business. Throughout his career, he has strived to build the best organizations and empower his employees to perform beyond their expectations. Kirk Nelson, MFA Teaching and mentoring have been a significant aspect of Kirk’s career. Kirk taught at Loyola Marymount University from 2001–2006 and was a teaching assistant at the School of the Art Institute of Chicago in 2000. Currently, Kirk is a creative consultant/mentor and the website administrator for the Woodward Consulting Group. He was a principle in graphic design at Schlosberg & Co on the Eli Broad Celebration book and worked as a graphic designer for Phaedrus Productions. Kirk continues to work in independent film production. He was the writer and director of the feature film Humanoid produced by David Schwimmer and Dark Harbor Stories, Inc. He is currently working as an independent film writer, producer, and director. As a fine artist, Kirk had a solo show at Kim Light Gallery entitled “Fade to Black.” He has also shown with Perpetual Art Machine in Miami, Scope Art Fair in London, LA ART in New York, and the Hayworth Gallery in Los Angeles. Kirk Nelson earned his undergraduate degree from Loyola Marymount University and his master’s degree from the School of the Art Institute of Chicago.

    Related to “I’Ll Try” Is Not Good Enough …

    Related ebooks

    Human Resources & Personnel Management For You

    View More
    View More

    Related podcast episodes

    Related articles

    • Article

      Soft skills KEY TO LEADERSHIP IN A CHANGED WORLD

      Feb 25, 2021

      Q There is an old saying that “there is nothing new under the sun”. Do you think that business managers are facing something fundamentally new in the post-COVID world, or can they tackle it using tried and tested approaches? A The pandemic shows tha

      15 min read

    • Article

      Changing track

      May 1, 2023

      Changing track
      4 min read

    • Article

      Leadership Transformation

      Mar 28, 2019

      An organisation with poor leadership is like a rudderless boat, lacking clear direction and at risk of being toppled by the smallest of waves. Do you aspire to help leaders transform their attitudes, capabilities, skills, effectiveness and behaviour?

      2 min read

    • Article

      No Bad Teams, Just Bad Leaders

      Jul 11, 2019

      Idon’t know exactly when this happened, but over the last several years the dialogue around leadership has degenerated into a fluffy, abstract conversation about desirable leadership attributes. We seem to spend an inordinate amount of time and energ

      4 min read

    • Article

      Quantum Leadership For Recovery

      Jul 26, 2021

      Quantum Leadership For Recovery
      5 min read

    • Article

      The Power of Positive

      Sep 1, 2019

      The Power of Positive
      5 min read

    • Article

      How Leaders Create Team Effectiveness During Doubt And Anxiety

      May 24, 2022

      When I talk to architectural teams, there are two camps. The first is the happy-go-lucky one that hasn’t really experienced the effect of lockdowns. Teams have been working together throughout the pandemic making use of the proviso of doing essential

      4 min read

    • Article

      Agility and Resilience:

      Dec 3, 2019

      Agility and Resilience:
      7 min read

    • Article

      Dealing with CAVE People

      May 1, 2019

      What is a CAVE person? The acronym stands for Citizens Against Virtually Everything. It’s a term I first heard in the 1990s while consulting with a group of supervisors at a manufacturing plant. Metaphorically, it refers to people who resist any kind

      5 min read

    • Article

      Lessons From A First-time CEO

      Jul 21, 2021

      Lessons From A First-time CEO
      5 min read

    • Article

      Mostly On Managing Up

      Jan 17, 2023

      I can't recall having a boss I did not like. Sadly, that's not the case for everyone, with more than half the respondents in one large study reporting they had quit a job because of someone they perceived as a bad manager. I've stuck around Auckland

      2 min read

    • Article

      Building Trust In Virtual Teams

      Sep 2, 2020

      Building Trust In Virtual Teams
      5 min read

    • Article

      Flipping Accountability On Its Head

      Sep 1, 2019

      HARD-CHARGING LEADERS often boast that at their companies, ‘We hold people accountable’. Success, they argue, comes from this culture of accountability. This phrase is surely one of the most overused — and frankly, insulting — additions to the busine

      5 min read

    • Article

      Designing Great Jobs

      Sep 1, 2019

      As part of its largest global study ever, Gallup recently discovered that people the world over want one thing in life more than anything else. What is it? This was one of our most surprising findings ever: What everyone wants more than anything is a

      6 min read

    Related categories

    Reviews for “I’Ll Try” Is Not Good Enough …

    0 ratings

    0 ratings0 reviews

    What did you think?

    Tap to rate

    Review must be at least 10 words

      Book preview

      “I’Ll Try” Is Not Good Enough … - Kirk W. Nelson

      I’ll Try Is Not

      Good Enough…

      What It Takes to Make Change

      Happen in the Workplace!

      Philip B. Nelson

      Kirk W. Nelson

      Michael J. Paxton

      US%26UKLogoB%26Wnew.ai

      AuthorHouse™

      1663 Liberty Drive

      Bloomington, IN 47403

      www.authorhouse.com

      Phone: 1-800-839-8640

      © 2010, 2012 by Philip B. Nelson Kirk W. Nelson Michael J. Paxton. All rights reserved.

      No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

      First published by AuthorHouse 01/18/2012

      ISBN: 978-1-4685-0928-1 (sc)

      ISBN: 978-1-4685-0927-4 (ebk)

      Library of Congress Control Number: 2011961756

      Printed in the United States of America

      Any people depicted in stock imagery provided by Thinkstock are models,

      and such images are being used for illustrative purposes only.

      Certain stock imagery © Thinkstock.

      Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

      Contents

      ACKNOWLEDGMENTS

      PREFACE

      INTRODUCTION

      CHAPTER ONE

      CHAPTER TWO

      CHAPTER THREE

      CHAPTER FOUR

      CHAPTER FIVE

      CHAPTER SIX

      CHAPTER SEVEN

      CHAPTER EIGHT

      CHAPTER NINE

      CHAPTER TEN

      CONCLUSION

      APPENDIX

      ADVICE ON UTILIZING CONSULTANTS

      BIBLIOGRAPHY

      This book is dedicated to the memory of Philip B. Nelson, PhD.

      His long and illustrious career started in the 1970’s when he established his independent management consultant practice. Over the years, he worked with a variety of corporations from family-owned businesses to Fortune 500 companies.

      His background as a clinical psychologist made him adept in his understanding of how the individual could grow and change according to the position in which he or she was placed within an organization. His expertise included executive coaching and development, organizational design and structure, program implementation, cultural assessment and change, executive selection, succession planning, family business transition, and board formation and development.

      He has published several books that have encompassed topics varying from stress analysis to the secrets of leadership that have been widely embraced by both the medical community and the business world. Over the years, he saw that change and the ability to change is critical, which is why he wanted to write this final publication and share his years of knowledge and experience. He will be greatly missed by all of his loyal clients, as well as by his beloved family, to whom he dedicated his life and ideas.

      ACKNOWLEDGMENTS

      The authors wish to thank Jan vanderVoort, Ken Royal, Mike Marovich, and Paul Carter for their contributions in helping us to move the content of this book from theoretical to practical. Without their assistance, it would have been more difficult to achieve our goal—to create a workbook that is easily understandable and with content that can be readily applied by managers on a day-to-day basis.

      PREFACE

      This is a workbook for managers to help them effectively deal with their employees and with the process of change. Today’s business world is dynamic and ever evolving; managers must learn to adapt for their growth and that of the organization. Change is the new constant.

      And yet change is generally the most difficult factor for managers to confront effectively in the workplace. The paradox is that the measure of success in any organization is the quality and effectiveness of its human resources. It is the people at every level of a company, with their collective skill set, competencies, and commitment, that advance the mission and profitability of an organization.

      Hiring the right people for the right positions from the beginning is crucial to success. In Good to Great, author Jim Collins emphasizes that the executives who ignited the transformation from good to great first got the right people on the bus and the wrong people off the bus and the right people in the right seats. He said, in essence, that if we can make this happen, we will figure out how to take the company someplace great.

      Managers must start with disciplined selection and hiring practices, get people in the right positions, and then begin their development. Especially with new hires, managers must identify the gaps and quickly begin to deal with them before they get set in patterns that are not conducive to their success in the organization. As a result of companies’ leadership and unique histories, they generally have special cultures that develop over time. For newcomers, the fit can prove to be a big challenge. A person’s fit must first be recognized so that it can then be worked on from the beginning. This can assure a much smoother transition for the individual into the company; however, the more experienced a new person is, the more difficult the fit may be.

      Apart from what is genetically inherited, personalities and behavioral patterns start to develop at an early stage of an individual’s life. They are not easy to change. Given that truism, it is imperative that managers find ways to modify the organizational culture in order to encourage the development and adaptation of their employees’ performance to the demands of their business and the marketplace.

      It takes a conscientious effort on the part of management (who may already feel overextended) to devote the necessary time to meaningfully educate, coach, and mentor those who work for

      Enjoying the preview?
      Page 1 of 1