Selling Change:

Selling Change is not the typical change management book dedicated to packaging past ideas with new flair. Instead, it admits the shortcoming of prior models in today’s volatile and ever-changing business environment. Selling Change finds the best of the past and builds on it while providing practical new approaches backed by research and cross-industry best practices. With the tools this provides you really can put a price on the value of change management. This is a must read for change practitioners and leaders of change programs alike

Robert’s book is timely and relevant. He takes us on a journey through real-life change in organizations. And he is able to blend theory and research to provide a practical application. The 2IsC™ change path is simple to apply. In the midst of an acquisition, I was able to take tools from this book and apply them real-time. Robert is able to address individual change within the context of organizational change. Previous models of change focus on individual change or organization change, leaving professionals to bridge the gap. The 2IsC™ Model addresses the gap and makes it possible to improve change outcomes

When leading change one needs to bring their team along on the journey. Gone are the days of the change hero, doing it all alone. Selling Change provides an actionable, implementable way to create the buy-in needed for sustained change success. I use these methods and they work!

As a leader responsible for supporting people processes in a complex organizational setting, one of the biggest lessons from the book is the importance of managing stakeholder expectations and emotions during the early phases of change planning (even before impacted stakeholders decide to commit to the change and demonstrate new ways of working) and throughout each stage of the change process. Robert explores change management through real-world case studies, not just theory. This is important because leaders are starving for examples and tips to effectively lead their change initiatives; not more static templates and tools. The book does a superb job of bringing together all three while avoiding over-complicated analysis which made it simple to read cover to cover in an afternoon. I recommend Selling Change to any leader looking for a fresh perspective on leading change and practical tips in how to make change a reality in their workplace.

This book provides a practical and useful new change management playbook that addresses how to avoid failures as found in 60% - 70% of organization change initiatives. It is a ‘must read’ for change agents

Being ‘born’ from asking the question: ‘How do we get people to commit to organizational changes that could result in the worst possible outcome for them personally—the loss of a job?’ the 2IsC™ Model is thought provoking and challenges conventional change management thinking. In Selling Change, Smith challenges change leaders to communicate the need for organizational change using impact, influence, and consistency. The focus on outcomes-focused organizational change is critical given the rapid pace of change we face every day.