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The Adventures of a First-time Author


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The Adventures of a First-time Author

  1. Phil Buckley
  2. Who is Phil Buckley? 42 4 2 15 11 29 years 10 20 30 4 years 4 years 21 years 10 20 30 28 change assignments 22 countries 10 20 30 2 2
  3. Why write a book? • Help people by sharing what I know • Prove to myself that I can do it • Build my brand (“I wrote a book”) 3
  4. Why buy your book ? My book builds confidence in leaders managing big change projects by preparing them for the questions they will face. 4
  5. What gap does your book fill? How-to approaches to managing change based on the critical every day questions that must be answered well to be successful. 5
  6. Universal Requirements for Change
  7. How is the vision different, better, and more compelling than today?
  8. Are the leaders personally committed to the change (are they willing to go first)?
  9. Does the organization have the capacity to make the change (time, skills, and money)?
  10. How ingrained is the current culture (and what is sacred)?
  11. Will the change deliver the outcomes?
  12. Insights on Change • People who must adopt the changes are the ones who control the long-term success of a project • If leaders don’t go first people won’t go • If you don’t have trust you don’t have accurate information • Cutting corners around people support cuts the likelihood of success • Decisions always have repercussions – people know them 12
  13. What was your approach? Edit Research Write Design 13
  14. What was your approach? 1. Create a step-by-step plan 2. Research market – competition, gaps, etc. 3. Launch a blog to capture writing process 4. Build network – LinkedIn change discussions, etc. 5. Define structure and content of book 14
  15. What was your approach? 6. Create first draft – mind dump, journals, etc. 7. Get feedback from advisory team 8. Incorporate feedback And absolutely everything else 9. Professionally edit for flow, grammar, etc. 10. Approach publishers 15
  16. Assumptions Versus Reality Research Writing Self-editing Professional Editing 8 20 2 4 2 Proposal Weeks 8 23 4 21 3 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May June 1616
  17. What kept you going? "If you want the energy to create the show, sell the tickets first." – Dan Sullivan • Told friends, family, and former employer I was writing a book • Committed to a weekly blog on my book writing experience • Understood that this will shape my next career step 17
  18. What did you learn? • Write about what you know – you already have the content • People want to help – ask for it, even from strangers • Consider all feedback and use what makes sense • Work when you are inspired; don’t when you are not • Set productivity quotas – be your benevolent dictator • Don’t focus on the odds of success • Don’t stop – the longer you work the better it becomes 18
  19. Things to Consider Pros Cons • Creates something • Long timeline with few meaningful! achievements to celebrate • Builds a competitive • No signals to stop working differentiator – people are • Loneliness (at times) intrigued • People have expectations • Learn a lot – “Is it done yet?” • Flexible schedule • It doesn’t always come easily • No commute 19
  20. Photo credits: Slide 2: bluepeony/29453004/ Slide 3: Slide 4: Slide 5:

Editor's Notes

  • Learn the questions they need to answer to successfully manage a change project Understand why certain actions will move a project forward or cause it to falterBe able to identify information that will lead to making the best decisions for the businessKnow how to set up and execute change tactics that make changes stick and deliver the desired benefitsTHEMES:-Treating people well leads to higher performance/Being good to people is good for business-The quality of your answers determines your level of success-Change is personal: Always follow your highest inclinations (and avoid cutting corners) – each decision is a testOBSERVATIONS:-Leaders need the most help when they are faced with questions they have never faced before.OFFER: -Practical advice based on experience across geographies, functions, and culturesSupported by case studies and templatesIdentified examples of good and bad practices (high level of context – company, time, circumstance) Completed templates (based on real projects)Formatted for quick assimilation and use- Appeals to all learning styles- Consistent layout- Bit-sized recommendations
  • Universal requirements are “must haves” predictors of success for a big change to deliver results They are also strategic conversations you need to have with leaders before you begin
  • Different: It needs to be different to achieve better performance Better: ‘Newco’ must be better than ‘Oldco’ from a colleagues’ perspective or theywill try to preserve Oldco Compelling: Colleagues need to see themselves in the future vision and they need to want to be there. Is it motivating and exciting?
  • People change when leaders change (culture is created by their behaviours and actions)They must be invested in the change and willing to demonstrate new behaviours as an example to the colleagues: if the leaders can do it then so can they
  • The organization might have the desire to change but can it pull it off? Most organizations have numerous change projects running at the same time. In this type of environment, projects compete for limited resources Time: Do colleagues have the time to take on activities required for the change? Skill: Does the organization have skilled change resources to assist people to adopt new ways of working? Money: Can the business afford the resources required to manage the change process?
  • Culture can be the silent assassin of change because inertia and ingrained behaviours and processes Changing status quo mindsets, behaviours and ways of working is always a challenge but if they are cemented into the fabric of the business, then it can block real change What are the sacred “can’t change parts of the culture and will they endanger the change?
  • Many change projects are well designed but the changes in mindsets, processes, and behaviours don’t deliver the outcomes Before you start the change process you need to ensure the changes will deliver the desired outcomes and that you have the right measurements to prove it