The manager's guide to developing exceptional change management skills. To say that businesses today must contend with constant change is an understatement. New technologies, new competitors, new markets, new products, new employees - if a company is not already anticipating their impact it is falling behind the competition. And yet, as managers acknowledge, and even embrace, change as a reality of organisational life, the success rate of change efforts is perilously low. In "The Manager as Change Leader", Ann Gilley examines the complexities of change from the manager's perspective, providing readers with the tools to help themselves, their employees, and their colleagues successfully engage in the change efforts that will propel their organisations into the future. In a challenge to traditional approaches - which presume that change will occur once an initiative has been launched - Gilley focuses on the obstacles that managers face when others resist change before, during, and even after the process has been implemented. She explains that resistance to change is natural and inevitable, and offers practical approaches to overcome organisational inertia, focusing on the specific skills that contribute to successful change. Featuring a wide array of diagnostic and development tools, worksheets, and references, "The Manager as Change Leader" will become an indispensable resource for any manager faced with leading or navigating a change programme, whether large- or small-scale. A part of the "The Manager as..." series, it shows managers how to overcome resistance to change and promote organizational innovation. Represents the state of the art in the theory and practice of change management and offers practical development tools, worksheets, and resources. It can be used by individuals, in teams, and by trainers or instructors.