Introduction CHAPTER 1: All Change Thanks to the three Cs of credit, commodities and confidence, weather patterns have shifted from high growth to high risk. What are the driving forces behind the headwinds of change? What do you need to know and do about them? And how and when did change become a constant corporate reality? CHAPTER 2: Radar On The first step in managing your way through the headwinds is to recognize the early signals. If your radar is on, you can anticipate the degree and intensity of the shift in your marketplace and your organization. Making this happen means that you have to avoid Group Think; promote open debate; bring in outside perspectives; and carefully monitor your own reactions as you negotiate the storm. CHAPTER 3: All Hands on Deck As change approaches, you have to mobilize each and every person in your organization to respond. This demands clear and realistic communication about the need for change; mobilizing leaders to support the change; walking the talk to prove you are living the change; and maintaining your own energy levels. And sometimes people have to go: I change the people, rather than change their minds. It takes too long time to change their minds, confided Seung-Yu Kim of Hana Financial Group. CHAPTER 4: Navigating a New Route If you do not have a shared and attractive destination, you can forget about any process of change, Carlos Ghosn of Nissan told us. Building a new strategy is the next stage in negotiating the relentless headwinds. This requires a delicate balancing act. You must incorporate best practice ideas while building on what was already great about your organization. You must manage risk while facilitating growth; create a sense of ownership for the strategy within the leadership team; and communicate the strategy and its implications for each part of the organization. CHAPTER 5: Mastering Mutinies A rule of thumb: 20 percent of individuals want to embrace change and get there, 60 percent can go either way, and 20 percent probably have to go because they don't want to change and will do anything they can to throw roadblocks up. Even when times are tough, some people are resistant to change - no matter how essential it may be. If you are to master potential and real mutinies you must first identify where the resistance is coming from. Then you must engage with the resistors - rather than attacking them. At the same time, you must nurture and encourage change leaders and provide motivation for the many rather than be derailed by the mutinous few. CHAPTER 6: Learning to Tack Chip McClure, CEO of ArvinMeritor, told us: Change is a constant. As the industry continues to change, you can't just get locked into one thing and say, that's it forever. You've got to be able to change with the industry dynamics. Think-act-change, could be the new CEO's mantra. Faced with a headwind, you must learn to change direction swiftly and decisively. You and your organization must be designed to make swift decisions about modifications and changes in direction. This requires that you remain open to new ideas and observations; that communication flows constantly; and that you resist the creation of sacred cows. CHAPTER 7: Living with Turbulence All of this is intensely personal. Leading your people and your organization through turbulent times means you have to dig deep. What are the personal and emotional implications? How ca
