Change Is Good...You Go First: 21 Ways to Inspire Change
By Mac Anderson and Tom Feltenstein
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About this ebook
How does your team react to change? Do they dig in with their heels to resist it or do they welcome it with open arms?
As leaders, we know that change is a fact of life and we need to learn to manage it before it manages us. A tall order? Not when you have the wisdom of two business icons, Mac Anderson and Tom Feltenstein, to show the way. This easy-to-use book will help you and your team stop conducting business as usual.
Change is the key that unlocks the doors to growth and excitement in any organization. More importantly, without it...your competition will pass you by.
You don't have a choice about change, but you do have a choice about how you and your team react to it.
Don't wait another minute to inspire, motivate, and encourage your team to move forward and embrace change.
Lead the way. You go first.
Mac Anderson
Mac Anderson is the founder of Simple Truths and Successories, Inc., the leader in designing and marketing products for motivation and recognition. He was also the founder and CEO of McCord Travel, the largest travel company in the Midwest, and part owner/VP of sales and marketing for Orval Kent Food Company, the country's largest manufacturer of prepared salads. His accomplishments in these unrelated industries provide some insight into his passion and leadership skills. He also brings the same passion to his speaking where he gives presentations to many corporate audiences on a variety of topics, including leadership, motivation, and team building. Mac has authored or co-authored twenty-two books that have sold over three million copies.
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Change Is Good...You Go First - Mac Anderson
Change What Needs Changing…Not What’s Easy
A few years ago, British Rail had a real falloff in business. Looking for marketing answers, they went searching for a new ad agency—one that could deliver an ad campaign that would bring their customers back.
When the British Rail executives went to the offices of a prominent London ad agency to discuss their needs, they were met by a very rude receptionist who insisted that they wait.
Finally, an unkempt person led them to a conference room—a dirty, scruffy room cluttered with plates of stale food. The executives were once again left to wait. A few agency people drifted in and out of the room, basically ignoring the executives who grew impatient by the minute. When the execs tried to ask what was going on, the agency people brushed them off and went about their work.
Eventually, the execs had enough. As they angrily started to get up, completely disgusted with the way they’d been treated, one of the agency people finally showed up.
Gentlemen,
he said, "your treatment here at our agency is not typical of how we treat our clients—in fact, we’ve gone out of our way to stage this meeting for you. We’ve behaved this way to point out to you what it’s like to be a customer of British Rail. Your real problem isn’t your advertising, it’s your people. We suggest you let us address your employee attitude problem before we attempt to change your