7 Rules for Positive, Productive Change: Micro Shifts, Macro Results
Esther Derby
Berrett-Koehler Publishers (2019)

“Sacred cows make the best burgers.” Robert Kriegel

Some authors of business books tend to play fast and loose with the word “rule” when in fact the appropriate word is “guideline.” I have no quarrel with the covey of seven on which Esther Derby focuses.

Most change initiatives either fail or fall far short of original expectations (which may have been overcooked) and reasons vary, of course, but all of the authors of books about change agree on the imperatives, all of which have the same prefix: EFFECTIVE. They include leadership as well as communication, cooperation, and (especially) collaboration which establish and then sustain buy-in, with a shared sense of urgency.

Presumably Derby agrees with John Kotter who once told me that the most difficult change is getting those involved to change how they think about change. Presumably Derby also agrees with Jim O’Toole who suggested that the strongest resistance to change is cultural in nature, the result of what he so aptly characterized as “the ideology of comfort and the tyranny of custom.” My own rather extensive experience with change initiatives suggests that those who defend the current status quo most likely were among the leaders who replaced its predecessor.

Derby once learned two valuable lessons: change is positive for some people, negative for others; also, change is a social process whose foundation consists of all manner of relationships forged by social interaction.

I agree with her about the importance of congruence, affirmed by Rule 1.  Mutual respect and mutual trust are the ultimate alignment in any organization. Paradoxically, as the title of one of Marshall Goldsmith’s recent books suggests, “what got you here won’t get you there.” By all means honor the past, and by all means be proud of current success, but keep in mind that your company’s most dangerous competitor tomorrow is who it is, what it does, and how it does it today.  That’s Derby’s Rule 2. The other five are eminently worthy, also.

Readers will appreciate her provision of a “Key Takeaways” section at the conclusion of each of the eight chapters. They will facilitate, indeed expedite frequent review of key points in months to come.

People — not books — transform organizations by changing the way others think about whatever is unfamiliar to them, therefore threatening. GIven the fact that, on average in U.S. companies, less than a third of the workers are actively, positively, and productively engaged, that my be the best area in which to introduce change initiatives. The information, insights, and counsel that Esther Derby provides could be helpful but, obviously, the ultimate value of her material will be determined almost entirely by how effectively it is applied to the given circumstances.