Leading Change in Turbulent Times | How Effective Leaders Execute Change and Land Safely in Health and Business
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Leading Change in Turbulent Times | How Effective Leaders Execute Change and Land Safely in Health and Business | Michael S. Lawson Mba | Taschenbuch | Kartoniert / Broschiert | Englisch | 2010 | AuthorHouse | EAN 9781452092904 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu Print on Demand.
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LEADING CHANGE IN TURBULENT TIMES
HOW EFFECTIVE LEADERS EXECUTE CHANGE AND LAND SAFELY IN HEALTH AND BUSINESSBy MICHAEL S. LAWSONAuthorHouse
Copyright © 2010 Michael S. Lawson, MBAAll right reserved.
ISBN: 978-1-4520-9290-4
Contents
Preface...........................................................................viiChapter 1. Emergency Planning Framework...........................................1Chapter 2. Health Crisis and Protein Diet Impact..................................5Chapter 3. Turbulence of Life.....................................................13Chapter 4. Adapting to Transition of Change.......................................17Chapter 5. Historical Visionary Leadership in Turbulent Times.....................21Chapter 6. Culture Change.........................................................31Chapter 7. Leading Change.........................................................37Chapter 8. Superior Structure Design..............................................41Chapter 9. Financial Sense of Urgency.............................................47Chapter 10. Renewing the Core.....................................................53Chapter 11. Growth Strategy in a Crisis...........................................55Chapter 12. Preparing for Health Care Reform......................................59Chapter 13. Health Care Case Studies..............................................63Chapter 14. Conclusions...........................................................91About the Author..................................................................93
Chapter One
EMERGENCY PLANNING FRAMEWORK"The art of progress is to preserve order amid change and to preserve change amid order." —Alfred Whitehead
One thing that is guaranteed in life is constant change; therefore we should always expect the unexpected and be prepared for any emergency that may occur related to our organizations, jobs, family, financial situation, or health. We never know which situation may occur, however I guarantee an emergency will happen.
Emergencies are part of our ongoing journey in life. It may be a minor emergency or a major crisis regardless of the severity, a structure and plan should be in place to manage the turbulent situation. Without a plan and structure, fragmented and uncoordinated efforts may occur, resulting in time loss, resources untapped, and a recurring problem.
An emergency or crisis could be mounting financial losses, unemployment, closure of a business, divorce, or loss of a life. An emergency plan must have a framework in order to respond and manage the crisis. The following should be executed and in place:
? The leader must authorize the implementation of the emergency plan and develop a team.
? The crisis, emergency, or turbulent situation must be announced. ? The current status must be communicated and a plan developed. ? An emergency plan specific to the situation must be identified. ? The leader should assign an emergency action plan opened and a turnaround command leader. ? An information officer must develop a team and a communication plan. ? Actions must first ensure health and safety of self, personnel, family, or organization. ? The leader should assign liaison responsibility in order to deal with employees, family, and agencies. ? The leader should assign an operations leader to begin emergency operations and the turnaround plan. ? Time frames must be established to regroup and report status updates. ? Status updates must be documented and used for interventions and education. ? Plans must continue to be executed until the situation is resolved and turned around.
TURNAROUND MANAGEMENT IN HEALTH AND BUSINESS
"Organizational change begins with leaders who walk the talk by transforming themselves." —Stratford Sherman
A turnaround can involve an individual or corporation experiencing turbulent times in which some type of disaster must be prevented or stopped. Has there ever been a time in your life when you knew it was time for a change? You or your organization may have experienced a death in the family, a loss of job(s), mounting financial losses, ongoing stressful problems in a relationship, or unhealthy habits affecting health.
There are people who develop bad habits such as overeating, smoking, drinking, or excessive debt. These habits can lead to numerous problems—obesity and diabetes, lung cancer and heart disease, liver disease and pancreatic cancer, or even divorce and bankruptcy.
Even corporations develop unfavorable habits and cultures that lead to over hiring, autocratic management style, poor strategic policy execution, untimely product and service delivery, and high levels of debt. The outcomes of these ways of practice lead to very high labor expense ratios, overly controlling management, low employee morale, increasing financial losses, and declines in market share.
Regardless whether the situation applies to an individual or a corporation, evidence shows a turnaround is necessary. People have stopped smoking, lost more than one hundred pounds, lowered their blood pressure, and even beat cancer. Corporations have reorganized their excessively layered structures, thereby reducing the staff and expense base; introduced new products, which increased revenue; and established new cultures that improved employee morale, service delivery, and customer satisfaction.
Now it is time for you to take the lead in these turbulent times in order to begin the turnaround management process. It begins with a transition process that includes a macro- and microanalysis of the targeted individual or organization, and it develops into the creation of an initial turnaround plan.
In the transition process there are three objectives that must be achieved:
1. Identify stakeholders who will be crucial to the turnaround 2. Obtain and review all relevant and accurate data to understand the person or organization 3. Set up interviews, meetings, and evaluations to identify areas that need immediate attention
It is also important to establish a task force or team of people and clearly communicate purpose, scope of responsibility, specific objectives, needs, and assignments to the team. This team can provide a report of the structure and performance metrics, a diagnosis of problems, current mitigations, and future recommendations for turnaround.
Before recommendations can be suggested, there first must be an understanding of the symptoms. For example, the following habitual signs and symptoms can contribute to chronic diseases such as heart and kidney diseases, cancer, and diabetes.
? Smoking ? Blurred vision, weight loss, abrupt fatigue, dehydration ? Untreated blood pressure higher than 130/90 for extended period of time ? Aerobic exercise less than 3 days per week and 30 minutes per day ? High consumption of saturated fat and sugar ? Total cholesterol > 200, LDL > 130, HDL > 45, and Triglycerides > 200 ? Daily alcohol consumption exceeding two drinks ? Body mass index (BMI) of 25 or higher
Sustaining a healthy ideal body weight can prevent chronic diseases and prevent the need for a weight reduction turnaround plan. The table below shows the classifications and ideal body mass index.
Classifications Body Mass Index
Underweight Less than 18.5 Normal 18.5 to 24.9 Overweight 25 to 29.9 Obesity class 1 30 to 34.9 Obesity class 2 35 to 39.9 Obesity class 3 Greater than 40
Chapter Two
HEALTH CRISIS AND PROTEIN DIET IMPACT"Example is a contagious behavior." —Charles Reade, English novelist
Some may ask how can we regain an ideal BMI, reduce blood cholesterol, eliminate heart disease, and prevent chronic diseases such as cancer and diabetes. It can start with the food that is put in your body. A best seller called The China Study: T. Colin, Cambell, PhD. The China Study, Banbella Books Publisher, 2006, page 115, reported that American men's death rate of coronary heart disease was seventeen times higher than rural Chinese men.
The study also reported on page 73 that 80 percent of American protein consumption came from animal-based foods, whereas in China only 10 percent came from animal-based foods. China reported lower rates of chronic diseases and cancers. There are several chemicals that can help cause cancer. For example, the meat preservative called nitrite, the human carcinogen called nitrosamines, and the fungal toxin called aflatoxin all contribute to cancer development.
Aflatoxin can help initiate tumors by entering cells and being metabolized by enzymes,whichthenformsdangerousproductsthattargetcells,damageDNA, and possibly multiply. This process occurred in liver cancer cases. Animal-based protein intake can initiate the enzyme related to aflatoxin metabolism.
The emphasis of The China Study is to consume plant-based proteins and reduce or eliminate animal-based proteins.
Red meat, fish, milk, cheese, yogurt, and eggs are considered animal proteins that help develop the following diseases:
? Breast cancer
? Liver cancer
? Colon cancer
? Leukemia
? Prostate cancer
? Heart disease
? Kidney stones
? Eye disease
? Brain disease
? Diabetes
? Osteoporosis (increases acid load and decreases calcium in bones)
Low-protein, plant-based diets can prevent and inhibit the growth of cancer and other chronic diseases. More specific, plant-based diets can lower blood cholesterol and decrease rates of various cancers and heart disease. For example, an eighteen patient heart disease study from world renown surgeon Caldwell B. Esselstyn Jr. proved that , plant-based diet can reduce LDL blood cholesterol levels, decrease coronary events, open arteries, and reverse heart disease.
In turbulent times related to health crisis, consuming plant-based foods can help save lives and transform lifestyles. The foods below are examples of plant-based diets:
? Colored vegetables: broccoli, spinach, lettuce, greens, cauliflower, cabbage, etc. ? Legumes: kidney beans, lentils, green beans, black beans, soy beans, etc. ? Roots: Carrots, potatoes, beets, onions, leeks, garlic, etc. ? Fruits: blueberries, peaches, oranges, strawberries, kiwi, apples, papaya, etc. ? Fiber and whole-wheat grains ? Mushrooms ? Nuts
Changing your food choices from animal-based to plant-based will contribute to a turnaround in your health that can help prolong your life and overcome chronic diseases. Human life is the most valuable asset, and one should take immediate action when necessary.
In a turnaround there must be a sense of urgency established, and you must know what is driving the mind to make inappropriate decisions, develop bad habits, and influence behavior to take wrong actions. If the turnaround is related to resolving preventable health problems, there is a sense of urgency to take actions that include the following:
? Identification and elimination of root cause bad habits ? Consolidation and reallocation of unproductive time ? Expansion and creation of alternative good habits: exercise, healthy plant food ? Decision to get diagnosed and receive medical treatment
These changes are critical to personal improvement and survival of the human body.
EMERGING TRENDS
"You always look where there's change. Change is what creates opportunity." —Gary Wendt
Having the foresight to identify emerging trends in health or business can help you to better manage and effectively lead change in turbulent times. Foresight is related to understanding the trends. Some ways to increase foresight capabilities and identify emerging trends include the items listed below:
? Establish a credible information source and system to better detect patterns ? Assign a skilled and unified team to collect ground-level intelligence ? Create a culture of information sharing and learning ? Understand and use key indicators to determine signs of trends ? Demonstrate leadership and make proactive decisions to prepare e for changes
Early warning signs are indicators that inform you change is coming, and it is best to have a strategy and be well positioned to weather the storm of change when it comes. The signs of change can be related to growth or decline in jobs, cash reserves and savings, consumer spending, debt, sales, chronic disease incident and mortality rates, obesity, , and noticeable patterns of behaviors.
During a recession or health crisis, indicators can be related to corporations or people; therefore understanding and preparing for the trends and creating solutions are critical to recovery and succeed. A recession can result in declining sales revenue, so it is wise to notice if sales show a trend of declining three to six consecutive months.
Turbulent economic times can result in job losses, and people may delay (or forego) going to the hospital. These unfortunate events can result in an increased unemployment rate exceeding 10 percent and high incident and mortality rates in chronic diseases. The increased health crisis requires new skill development for new jobs and wellness, as well as health coverage and disease management intervention to save lives. The economic recession and health crisis indicator below provides listing of problem indicators affecting a corporation or individual. Solutions are provided to address the problems and trends are listed to offer insight and activate action.
BEHAVIORAL PATTERNS
In the book Seeing What's Next, Clayton M. Christensen said "the historian in us cares about the past and the decision maker in us cares about the future." This quote is very true relative to business, health historical facts, and patterns of behaviors.
I have learned about the past, and now I am preparing for the future predicated on key factual correlations related to three deceased male family members. I did not realize these correlations until my brother past away in May 2009. There was a similarity related to my forty-six-year-old brother, the 2004 death of my thirty-four-year-old cousin, and my fifty-two-year-old uncle's death in 2008. All three men unexpectedly died at relatively young ages.
They were smokers and diabetics, were hypertensive, drank alcohol, and were considered obese with BMI's exceeding thirty. The final two similarities were that they did not exercise, and all three of them died of heart attacks. The patterns of behavioral choices and co-morbid chronic diseases led to the heart attacks.
As I reflect on these last five years, I saw trends emerging in their earlier years of life that led to their health problems. After high school, they spent time with friends who enjoyed smoking and drinking, they never valued reading and education related to the importance of nutrition, and they did not exercise during the last ten to fifteen years of their lives.
As these unhealthy habits developed over time, signs of health problems began to appear when they were in their twenties, thirties, and forties. I noticed the emergence of these unhealthy trends and spoke to them about the importance of changing their lifestyle, but I never thought they would die at such young ages. These disruptive behaviors led to their demise but also to my awakening.
I realized this was my opportunity to innovate and demonstrate personal leadership and change by first leading by example, making changes in my life as well as encouraging others. Due to the deaths of my grandmother, brother, and other family members, I am an eleven-year vegetarian, do not smoke, and remain committed to exercising and sharing knowledge with others.
There are many American families mourning the loss of their loved ones due to similar situations. We must be passionately dedicated to wellness and encourage our family, friends, and communities to do the same. There is a sense of urgency, and now is the time to identify these unhealthy behaviors in teenagers, young adults, and even older people who are developing unhealthy habits. We can help them reverse these trends by sharing our stories, providing pathways to better choices and access to medical care, and ensuring constant follow-up. These methods are applied in business and can also be used in your personal life.
ENVIRONMENTAL CONDITIONS AND INDUSTRY CHANGES
There have been emerging trends that have impacted our environment and changed various industries. Some of these trends below have led to our most recent recession.
? The banking industry approved many risky home loans ? The housing market was overvalued ? Various businesses and families reported low cash reserves or savings while relying heavily on credit to fund daily living and operations ? Millions of Americans were in debt, and more than 14 million were without jobs ? Banks, insurance companies, and other business closings; GM and Chrysler bankruptcies; and government bailouts ? Health care cost continued to escalate during a period where more than 46 million Americans are uninsured and 130 million people have chronic diseases
Turbulent times were prevalent in the American home environment; in 2009 real estate experienced its worst year since the early 1990s. The value of houses significantly dropped 15–20 percent, foreclosures occurred at record levels, and multiple banks were without money to loan, resulting in historical bank closures. Regardless of the industry, an economic recession or health crisis can have an unfavorable outcome for many Americans.
(Continues...)
Excerpted from LEADING CHANGE IN TURBULENT TIMESby MICHAEL S. LAWSON Copyright © 2010 by Michael S. Lawson, MBA. Excerpted by permission of AuthorHouse. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
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You have the right to revoke this contract within 14 days without specifying any reasons.
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on which you or a third party nominated by you, which is not the carrier, had taken possession of the products, provided you had ordered one or more products within the scope of a standard order and this/these product/products is/are delivered uniformly;
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for delivery of products, which can spoil quickly or whose use-by date would be exceeded quickly;
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Specimen - revocation form
(If you wish to revoke the contract, please fill up this form and send it back to us.)
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To preigu GmbH & Co. KG, Lengericher Landstr. 19, 49078 Osnabrück, Email address: mail@preigu.de :
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I/we () herewith revoke the contract concluded by me/ us () regarding the purchase of the following products ()/
the provision of the following service () -
Ordered on ()/ received on ()
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Name of the consumer(s)
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The data is then transmitted to us by the platform operator.
If the contact relates to a contract already concluded between you and us, this data processing is carried out on the basis of Article 6(1)(b) of the GDPR. Otherwise, data processing is carried out on the basis of Article 6(1)(c) of the GDPR, to fulfil a legal obligation to provide an electronic withdrawal function.
We use your email address solely to process your notice of withdrawal. Your data will subsequently be deleted in accordance with statutory retention periods, provided you have not consented to further processing and use.
Collection, processing, and transfer of personal data in orders
When you submit an order we only collect and use your personal data insofar as this is necessary for the fulfilment and handling of your order as well as processing of your queries. The provision of data is necessary for conclusion of a contract. Failure to provide it will prevent the conclusion of any contract. The processing will occur on the basis of Article 6(1) b) GDPR and is required for the fulfilment of a contract with you.
Your data will be shared, for example, with shipping companies, dropshipping or fulfillment providers, payment service providers, service providers for order processing, and IT service providers. We will comply strictly with legal requirements in every case. The scope of data transmission is restricted to a minimum.
Duration of storage
After contractual processing has been completed, the data is initially stored for the duration of the warranty period, then in accordance with the retention periods prescribed by law, especially tax and commercial law, and then deleted after the period has elapsed, unless you have agreed to further processing and use.
Rights of the affected person
If the legal requirements are fulfilled, you have the following rights according to art. 15 to 20 GDPR: Right to information, correction, deletion, restriction of processing, data portability. You also have a right of objection against processing based on art. 6 (1) GDPR, and to processing for the purposes of direct marketing, according to art. 21 (1) GDPR.
Right to complain to the regulatory authority
You have the right to complain to the regulatory authority according to art. 77 GDPR if you believe that your data is not being processed legally.
You can lodge a complaint with, among others, the supervisory authority responsible for us, which you may reach at the following contact details:
Landesbeauftragte für den Datenschutz Niedersachsen Prinzenstraße 5 30159 Hannover Tel.: +49 511 1204500 Fax: +49 511 1204599 E-Mail: poststelle@lfd.niedersachsen.de
Right to object
If the data processing outlined here is based on our legitimate interests in accordance with Article 6(1)f) GDPR, you have the right for reasons arising from your particular situation to object at any time to the processing of your data with future effect.
If the objection is successful, we will no longer process the personal data, unless we can demonstrate compelling legitimate grounds for the processing that outweigh your interests or rights and freedoms, or the processing is intended for the assertion, exercise or defence of legal claims.