who killed change

8/11/2019 Who Killed Change

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NotesfromtheBook:

WhokilledChange?

Solvingthemysteryofleadingpeoplethroughchange

ByKenBlanchard,withJohnBrittandothers, www.kenblanchard.com

Preface:Thirteen functionsarejointly important for successof changeeffortand theyaremain

reasonforthefailureofchangeefforts/projectundertakenbytheorganization.Inthebookthere

arefifteenactorsdrama,inwhichinvestigationisbeingcarriedoutbyanexpert/investigator/agent

whokilled Changeinthecompany?InthedramaChangeisassumedasapersonandSuspicionis

onthirteenfunctionalincharge,whoarejointlyorseverallyresponsibleforhismurder

Everydayorganizationsaroundtheworldlaunchchangeinitiativesoftenbig,expensiveones

designedtoimprovethestatusquo.Yet60to70%ofthesechangeeffortsfail.Afewperish

suddenly, butmany die painful, protracted death , that drain the organizations resources,

energyandmorale.Sowhoorwhat iskillingchange?The listofthecausesofdeathmaybe

following

1. Culturedefinesthepredominantattitudes,beliefsandbehaviorpatternsthatcharacterizethe

organization

2.

Commitment:builds

apersons

motivation

and

confidence

to

engage

in

new

behaviours

requiredbychange.

3. Sponsorship: a senior leaderwho has the formal authority to deploy resources (e.g. time,

money and people) toward the initiation, implementation and sustainability of change;

ultimatelyresponsibleforthesuccessofthechange

4. ChangeleadershipTeam:actively leadsthechange intotheorganizationbyspeakingwithone

voiceandresolvingconcernsofthosebeingaskedtochange

5. Communication:createsopportunitiesfordialoguewithchange leadersandthosebeingasked

tochange

6. Urgency:explainswhythechangeisneededandhowquicklypeoplemustchangethewaythey

work

7. Vision: paints a clear and compelling picture of future after change has been integrated

successfully

8. Plan:Clarifiesthepriorityofchangerelativetootherinitiativesandresponsibilities;workswith

loosethosebeingaskedtochangetodevelopadetailedandrealisticimplementationplan,then

todefineandbuildtheinfrastructureneededtosupportthechange

9. Budget: analyze proposed changes from a financial perspective to determine how best to

allocatelimitedresourcesandensurehealthyreturnoninvestment


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10.Trainer:provides learningexperiences toensure thosebeing asked to changehave the skills

neededtofollowthroughwiththechangeandsucceedinfutureorganization

11. Incentive:recognizeand/rewardpeopletoreinforcedesiredbehaviorsandresultsthatenable

change

12.Performance management: set goals and expectations regarding behaviors and results that

enable change , tracks progress towards the goals and expectations, provides feedback and

trainingandformallydocumentsactualresultsversusdesiredresults

13.Accountability: follows throughwithpeople toensure theirbehavior sand resultsare in line

withagreedupongoalsandexpectationsand that leadersarewalking the talk,and institutes

consequenceswhenbehaviorsorresultsareinconsistentwiththosethatenablechange

Suspect#1:

Culture

QuestionofinvestigatorandanswerbyCulture

QWherewereyouyesterday?A Iwashere.Iamheremostallthetimes.

QDidyouvisitanydepartments?A Imakemyrounds.Iamineverydepartmentmosteveryday.

QHowwouldyoudescribeyourrelationshipwithChange?A Discreet,Changesroleisdesignedto

behighprofile.Culturesrolehasalwaysbeentodefinethebeliefsthatguidehowweoperate in

organization,likeacompassthatpointsinadirection.Changewantstouseorganizationalvaluesto

leverage

to

accomplish

desired

result.

Acronym

VALUE

stands

for:

V is for very efficient. To reachourbusiness goals ,wemustoperate in amanner that is very

efficient.Wehavetoallocateresourcesandcontrolourcosts

A is for customer focus.Wehavemany customers andwehave toprovide eachof themwith

highestlevelofservice

LisforlotsofTeamwork.Wecanachievemorebyworkingasateam,whichbelievesnooneofus

isassmartasallofus

Uisforunderstanding.Atthecoreofunderstandingislistening.Eachindividualwillbringapointof

viewto

asituation

or

opportunity.

By

listening

and

understanding

all

points

of

view

,we

will

make

betterdecision

E is for excellence. The productsis stakeholders livelihood. Anything less than excellent is

unacceptable

Q Values you speak is loud and clearbut there isdisconnectbetween thosevaluesandwhat is

actuallygoingon?A Myjobistolaygroundworkandpointtoadirection.Idonotcontrolwhether

individualsorteamslivebyourvalues


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Suspect#2:Commitment

QuestionofinvestigatorandanswerbyCulture

Q Tellmealittleaboutyourself?

A I wear severalhats,tocratebuyinforchangesweemploy.

Q HowyouworkwithleadershipinregardtoChange?

A Theemployeeshavefairlypredictableconcernswhenweintroduceanewchange.Ifwedonot

address to those concerns, the success of change drops dramatically.When change is first

introduced, everybody seems to needmore information. Theywant to hearwhy they need

change.I workwithearnesturgencyonthat.Theyalsohavepersonalconcernswhowouldnot

wonderiftheywillwinorloosewhensomeoneannouncesachange?Whetherleadershiplikes

itornot ,employeesdonotbuy intoachangeuntiltheyunderstandhow itmayaffectthem.

Wemustbeabletocreateapictureofchangeandhelppeopleseewhatitwilllooklike.After

changehasbeen thereawhile, theemployeeswonderwhetherornotChange can reallybe

integrated.Eventually,employeeshaveconcernsaboutwhethereveryonewillbeabletotruly

worktogether.

Q Despiteallyourpassion,Icouldnothelpthinkingthatyourcolleguesmightnotbetotallyon

boardwiththelessonsyouhavelearned?

Ans Weareabitdysfunctionalhere.Academically,theyunderstandthatpeoplearemuchmore

likelytobuyintoaChangewhentheyareinvolvedintheplanningandhaveanopportunityto

influencedecisions.The leadersandmanagersarejustnotcommittedtoconsistentlyapplying

theknowledge.Andtheyfoolthemselvesintothinkingouremployeesdonotseewhatisgoing

on.

ReflectionsonCultureandCommitment: InvestigatorthoughtWhenthereisdisconnectbetween

stated values and theway an organization actually operates, the values posted on thewall are

disregarded.Employeesbecomeskeptical(a person inclined to question or doubt accepted opinions),

evencynical(concerned only with ones own interests and disregarding accepted standards to achieve

them),about leaderswhosayonethinganddoanother.Therealcultureandvaluesalwaysspeak

louderthanthestatedones.Changeleaderswouldhavebeenbetteroffspendinghistimetryingto

understand and align himselfwith the real culture and values of the organization than seeking

advicefrom

organization

culture

unit.

Despite

his

passion,

commitment

was

not

able

to

convince

the leaders of the organization to act on his knowledge. As a result, the people left out of

influencingChange remindedtheleadersthattheycouldderailorkillhim.

Investigatorhadquestioninhismind

DidChangeunderstandCulturewellenoughtoalignwithherortrytochangeher?

Did the senior leadersunderstand thatwhile it is true thatdecisions canbemade faster

whenfewerpeopleareinvolved,suchdecisionsdonotusuallytranslateintofaster,better


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or more sustainable integration of Change because there is no commitment without

involvement?

DidthoseleaderswhoknowalotaboutCultureandCommitmentdoeverythingtheycould

dotohelpChangebecomerealpartoftheorganization?

Suspect#3:Sponsorship:

Investigatorquestiontosponsorshipandreplies:

QWhat do you do here in the organization?A Oneof themainjobs I have is to be executive

sponsorofChangesmajorefforthereandensurewehaveaChangeLeadershipTeamthatworks

well together.What Imean is that forChange tohaveamajor successatmyorganization, there

mustbe

one

person

someone

in

an

influential

position

who

takes

what

Icall

ownership

of

Change.

To that end , our organization is structured so that I am the one towhommost departments

eventually report. Granted, I have directors and managers who take care of the day to day

operations.IfIendorse,shallwesay,aproject,staffmembers,knowthatitisgoingtohappenone

wayoranother.

Investigatornotedsponsorshipsdiscourse,heusedIsixtimesinsixsentences

Q whataboutyourprofessionalrelationshipwithChange?A Certainlyatthesemeetings Iwould

putChangefrontandcenter.IwouldleavenodoubtinanyonesmindthatIwasbehindChangeone

hundred

percent

Q Thenyouwould letyourdirectorsandmanagerstake itfromthere?A well,Yeah.Todealwith

ChangeisoneofthethingsIpaythemfor

Investigatorsaid LookyoucannotexpectChangetobesuccessfulbasedonputtinghimfrontand

centerinfewmeetings!Youareoverestimatingthepowerofyourwords.Assponsorship,youmust

domorethan introduceChange.Youmustbevisibleandsupportivewaybeyondthe introductory

meetings.Youractionsaremuchmorepowerfulthanyourwords.Youmustremainconnected to

Changethroughoutthechangeprocess

Sponsorship

said:

I

never

thought

that

much

about

what

I

had

to

do

to

help

Change

succeed,

I

thoughtthatbecauseofmyposition intheorganization,Icouldgetpeopletobuy intoChangeby

justmakinganannouncement

Suspect#4:ChangeLeadershipTeam:

Investigator knew from previous cases that a change leadership team was a key ingradient to

integratingChange intoorganization.Awise leader formingachange leadership teamwouldalso

includeinformal leadersfromalllevelsoftheorganization,peoplewithtechnicalorpeopleskillsin

theareainwhichchangewasgoingtobeintroduced.Forchangetosucceed,lotsofvoicesneeded


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tomake a case for change. He knew from an organizationwhere Changewas successful, that

introducedChange,carriedhimout into theorganizationthrougha leadershipteamcomposedof

memberswho had successfully led changes in the past. These people had time needed to lead

change,werehighlyskilled,communicatedwellandwerediverseenoughtoavoidgroupthinkand

introduceandintegrateChangethroughouttheorganization.Inshort,theyhadthetalenttocarry

Change

At thiscompanyMrchange leadership team,called Pecshadbiceps (a large muscle in the upper

arm which turns the hand to face palm uppermost and flexes the arm and forearm )threetimesthe

size of a normalmans and short neck, but below thewaist he had pencil legs or poodle legs.

InvestigatorquestiontotheMrPecsandAnswer

Q Howwelldidyouknowchange?

Ans fairlywell,Changehadbeenhereonly five to sixmonthsandneeded tobeelevated in the

organization.Heneeded tobeseen inthedepartmentas important.So thatwasmyjob, tohold

Changeup

Q Who carriedhimout into theorganization? It isone thing tohold changeupalldayand it is

anothertocarryhimoutintotheorganization,whointeractwithpeople,whomaybeaffectedby

them

Ans I have been out of balance in holding up and carrying him, due to weak lower body.

Sponsorshiptalksaboutputtinga team togetherevery timeanewChangecomes,butsomehow

theresponsibility

always

seems

to

come

back

to

me

Suspect#5:Communication

Q Canyoudescribeyourworkingrelationshipwithchange

Ans Ihavechronic laryngitisandhave some times tocommunicate throughwritingpad.Change

and Iworkedtogetherona fewprojects.Heasked formyhelp ingettingthewordouttopeople

whoneededtobeinvolved.

QWereyouabletohelphim?

AnsIhelped

him

in

draft

some

memos

and

put

some

storyboards

together.

And

he

invited

me

to

mostofhismeetingstotellpeopleabouthisplans

QHowyoucancompetentlyfulfillyourrolewhenyoucannottalksomeofthetime?

Ans Ihavea staffperson thathelpsmeviz.Committee.Committeewill calla groupofpeople

together,hekeepsthingsmoving

QIfhewaseffective,movingisnotsynonymouswitheffectiveness?

Noreply,communicationfailure


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InvestigatorhadworkedwithCommitteesbefore,mostmetregularlybutlackedconcreteplansand

accountability.Followupandconsequenceswerenotablyabsent

Reflectionsof

the

investigator

on

Sponsorship,

Change

Leadership

team

and

Communication

Investigator was feeling after interviewing sponsorship, Change leadership team and

communication.Hecapturedhis learning,hopingthatothercouldusethemtoavoid makingthe

samemistakes

1.Sponsorship:

Hecouldnotmodelthebehaviorexpectedofothers.Hedidnotseemtoknowthatactions

speaklouderthanwords

Hedidnotteamupwithincentivetorecognizeandreinforcethedesiredbehaviorsamong

others

Hedidnotteamupwithaccountabilitytoshowtheorganizationthathewasseriousabout

hisChange

He did not heed advice from Commitment about securing Change by surfacing and

addressing concerns and involving people being asked to change in the decisionmaking

process

Hedidnotselectandalignawellqualified ChangeLeadershipteam;instead,hepassively

assignedimplementationofChangetohisdirectreports

2.Changeleadershipteam,AKAPECS

Hemissedgoldenopportunity to includeadvocates forchangeonday today leadership

team

He colluded with Commitment they both treated those being asked to change as

spectators,insteadofactiveparticipantsinthechangeprocess

Likesponsorship,changemanagementteamwasconsideredhypocritical,andhisbehavior

providedyetanotherexcuseforpeopletoresistChange

3.Communication:alsohadfailings

She failed in touch with Sponsorship and Change Leadership Team. This led to mixed

messagesaboutchangeintheorganizationwhich,whichinturn,aneasyexcuseforpeople

toignoreChange

Shewastoofocusedongettingthewordoutandnotfocusedenoughoncreatingdialogue

tosurfaceandaddresspeoplespredictableconcernsaboutChange

Suspect#6:Urgency:

Theinterviewstartedat 3.25pmduetolatearrivalbyurgency,notagoodsign,thoughtinvestigator.

Q areyouclearwhyyouarehere


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QWasthereamajortransitionforthem?

Ans Oh,definitely,ourinventorywaskillingus

Q HowwelldidthepeopleinthedepartmentknowChange?

Ans Theyhadjustacquiantance

Q Butisnotyourjob?tomakesuretheemployeescanpicturethemselveswithChangeinthefuture?

You just admitted that this Change was major transition for that department. If they have been

operatingunderoneparadigmforyearsandsuddenlytheyareinformedthatneedtodoaoneeighty,

donotyouthinktheirchancesofsuccesswouldbegreaterifChangewasmorethanamereacquintance

AnsSoyouaretryingtosaythisismyfault?Look,Idonothaveamotive.Mymostjobrevolvesaround

threethings:payingattentiontonewtechnologiesandtrends,scanningfornewideasandopportunities

andcreating

for

new

ideas

and

opportunities

and

creating

apicture

of

the

future

that

is

inspiring.

Ineed

Change.WhywouldIwanttokillChange?

Investigator:Iamnotaccusingofkillingchange,butyoudidnotpreventhimfromdying

ReflectionsoftheinvestigatoronurgencyandVision

Urgency waslikelysuspectbasedonhisinconsistentbehavior:

HetriedtoacceptpeopleChange,butheneverconvincedthemthatstatusquowasnolongera

viableoption

Heneglected

to

spend

enough

time

with

those

who

who

felt

the

pain

of

the

status

quo

Hedidnotspendenoughtimewiththosewhosawtheopportunity forperformance levelsto

risewiththeintegrationofChange

HefailedtoaskotherswhytheythoughttheorganizationneededChange.ThecaseforChange

isalwaysmorecompellingwhenpeoplebeingaskedtoadoptChangearebroughtfacetoface

withthefactsandinvitedtooffertheirthoughts

VisionwasclearlysuspectforthemurderofChange:

Shedidnotseeherorganizationclearly

SheignoredadvceofCommitment.Avisioncreatedduringanoffsiteexecutiveretreatdoesnot

meanmuchtosomeoneonthefrontlinewhohadnosayinthevision.ThemoreVisioncanget

peopleinvolvedinthevisioningprocess,themorelikelyitisthattheywillwanttobepartofthe

organizationinthefuture

Shedidnot secure thebyin sheneeded toattainher inspiringvision.Most leaders trying to

initiateaChange,announcetheChange,setunclearorconfusingexpectations,sendpeopleto

trainingandprematuralycelebratevictory.TheyforgettopaintaninspiringpostChangepicture

oftheorganizationthatincludestheirpeopleinit

Suspect#8:Plan


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Planarrivedlate.Sayby20minutesthroughAirport.

Q IassumeyouknowwhyIhaveaskedtospeakwithyou.

Ans Yes,yes,Ido.Terriblething,Changesdeath,atragedyindeed

Q whatyoudohere?Strategicortactical?

Ans Strategically ,forthemostpart. Ithinkthat iswhyIenjoyflyingsomuch.Bigpicturesview,

youknow.Nothing like it.Thismay sound crazy ,but I likeall thenewproposed changes.A real

Challege togreycells.Lovetotheorizeabouthow theChangecould fit inandwhat theexpected

outcomewillbe.Igetthesamefeelingasbeingincontrolofagoodairplane.Greatsensation!

Q But,surelyyoucannottakeeveryactivityorprojectassociatedwithaChangeupforaride.You

cannotreasonably

pilot

all

of

them

,can

you?

You

must

have

some

sort

of

screening

process?

Ans Usedto,hadacolleaguebutsheisonsickleaveforawhile.Prioritizationishername.Worked

inthetower.Trafficcontroltower,thatis.Shewasquitesticklerforregulations.Myphilosophyisa

biotdifferentfromhersand,well,totellyoutruth,Ijusthavetroublesayingno.Anyway,itreally

doesnottakemuchofmytimeandifweemployaChangeanditdoesnotworkout,noharmdone,

right?Iguessthenoharmdonepartdependsonwhoyouask.Imust thatBaileybudgetstayson

myonmycaseaboutthenumberofprojectswetakeon witheachchange.

Q Youmustbespendingatleastsometimeandenergyonthetacticalpiece.Otherwise,youcould

neverhelpchange,mayIsay,getofftheground

Ans Infrastructurejob.He is thetacticalguy.Notmycupoftea,youmightsay.Heworksonthe

businessprocessesanddevelopmentoftoolstosupportthesethosebusinessprocessesforChange,

Ithink

Q Youthink?

Ans lookthere isnoneedtogettestyhere. Iamjustpassingontoyouwhathasbeentold. Iam

tryingtoansweryourquestionsthebestwayIcan.Supposedly,IrainfrastructureworkswithPeter

performancemanagement and Isabella Incentive tomake employees have the technology and

systemstoworkwiththeChange.Butyoumustunderstand,IspendmostofmytimeintheairsoI

cansee

the

bigger

picture

the

strategic

view,

you

might

say.

Vision

and

Sponsorship

like

to

go

up

withmeeverynowandthen.Butinfrastructure,heworksatgroundlevel.Sotobehonest,Iamnot

reallysureaboutwhathedoes.Youwillhavetoaskhim.

Q Do you ever come downoutof the clouds long enough toplandetailsofChange should be

implemented?

Ans I can tell you what I think , I know, but I cannot be at two places at one time. Besides

infrastructure,measurementhas topayattentiontoalldetails.Hehastoworkwithperformance

management and Change to define outcomes for service and quality. Suppose , Measurement


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monitorscompanysoutcomesagainstthesebenchmarks.IhaveactuallynevermetMeasurement.I

keepbusy,well,planning

QSince

you

like

flying

so

much,

who

ensures

that

aflight

goes

well?

Ans Ido,Iamthepilot

Q Tohaveasuccessfulflight,youneedaflightplan.When,where,how,howfastetc,right?And

sincethere ismorethanoneplane intheairportwantingto landortakeoff ,youneedairtraffic

control,correct?.Toomanyplanestakingoff,landingandcrossingovertherunwayswouldbequite

dangerous, andwouldnot a goodpilothave some knowledgeof hispeople the ground crew,

mechanicsandeveryoneelsewhomakessureeverythingcheksoutbeforehe flies?Letmerelate

this goodflighttoyourrolehere.AsMrPlanyouarethepilotofofthenewChangesthatare in

your organizations airspace. Because you have never seen a bad idea , you are setting your

organizationup forwhat I call deathof a thousand initiatives.Prioritizationmust return to the

organization and youmustpractice traffic control forChange. Yourpeople andbudget can only

handleacertainnumberofChangesatone time.Andyoumustget incontrolofyourprocesses.

Infrastructure,Measurement and Prioritizationmust be on same page,when Change is getting

readyfortakeoff.Andyou,Plan,asthepilotareultimatelyresponsibleforthetrip.Whileyoushould

haveanexpectationthatyourcrewandothersdotheirjobswell,accountabilitymustbeonboard

also.DoyouknowAidanaccountability?

Ans IhaveheardhimbutIhavenevermethim

QIsuppose

you

were

up

in

the

clouds

yesterday

when

Change

was

murdered?

AnsYes

Planreturnedtohisofficeandstartedintrospection.IcareforChangessuccessandwhocouldelse

himwiththis.ItneveroccurredtothePlanthatheshouldtalktocompanysemployees thepeople

most impacted by Change to help develop the implementation plan. Apparantly he had never

learnedafundamentallessonaboutChangeleadership.

Thosewhoplanthebattle,rarelybattlethePlan

Suspect

#9:

Budget

Q didyouknowhimwell?

AnsDoesanyoneeverreallyknowanyonewell

QIsupposeyoureporttoSponsorship?Ans Yes

QWhatwasyourworkingrelationshipwithChange?


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Ans Thesameasmyworkingrelationshipwitheveryoneelsehere.Iultimatelycarrytheweightof

fiscal responsibilityoftheorganizationonmyshoulders.That iswhat Iwashired todotoensure

thatourinvestorsgetreturnontheirinvestment.Ihavetobalancecostswithrevenue.Peoplein

theorganization submitcapital requestsand Iweigh themagainstcriteriawehaveestablished. I

treatedChangesamewayItreatedeveryoneelse

QIs itsafetoassumethen,thatyoupracticezerobasedbudgetinghere?Youhavebeentakinga

mailorderaccountingcourse,havenotyou?

Ans yeswedo indeed .You seemostofourmanagersheredookay in their respectiveareas. I

meantheycanmanagetheirstaffing,schedulingandthetechnicalcomponentsoftheirjobs,but

theydonotseethebigpicture.Theirfocusisontheneedsoftheirowndepartments.Theydonot

havetheabilitytopullbackandmanagetheprioritiesofthewholeorganization.

QSothatiswhatyoudo?managetheprioritiesofwholeorganization?

AnsYesitismyresponsibility

Q Is it truly an issueof ability,or is itperhaps that youhavenot trainedor youdonot trust ,

managers at your organization to evaluate tradeoffs in terms ofwhat the company is going to

investin?

AnsYoureallyarenave,arenot?Itrustthatthemanagers willdowhattheywerehiredtodo.But

youreallybelievetheycanseetheorganizationasIdo/

QIhavehadopportunityoflookatthepurchaseorderssubmittedtoyoubyChangeoverthepast

threemonthsandyoudeniedvirtuallyeveryrequests.Hewaitedbudgettospeak,butshedidnot

respond.Changeunderstood fiscal responsibility.Hehaddocumentationonallpurchase requests

thatwereforanysignificantdollaramount.Ihavelookedathisnotesandhehadcalculatedreturn

oninvestmentonallofthem.Canyouexplainwhyyoudidnotapproveanyoftheserequests?

AnsOfcourse Ican.YoujustdonotseemtounderstandthatIamactuallyhelpingtheorganization

,doyou?OneofmykeyroleistopreventfundingofaChangeliketheonethatjustdied.

QTellmemore

Ans Iam firmbeliever that theamountofmoney I invest inagivenChange shouldbe indirect

proportiontothe investmentofeffortandqualityofworkbeingdonebyMrSponsorshipandMs

Vision,MrUrgency,MrChangeleadershipTeam wecallhimPecs MrPlan,MrCommitment,Ms

CultureandMrAccountability.IfthesecharactersarenotdoingwhatisnecessarytoenableChange

,thereisnoreasonformetocommitanyfundstoaChangethatisdestinedtofail.

Suspect#10:Trainer

QWhatwasyourrelationshipwithChange?


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Ans:frontofficeguy,niceenoughguy,Iguess,butalittletoofarremovedtounderstand thegame,

ifyouaskme

QGame?

AnsYouknow thegame.SorryIguessyouhaveneverplayed.Herehow it isplayed.Sponsorship

andVisionthosefrontofficefolksbring innewChangeguy.ImeetwiththisChangeguy,figure

outwhichballfieldhewantstoplayonandthenIassembletheteam.Getthemreadyforthegame.

Qwhatisthemostimportantthingyoudohere?

AnsTraining,WemakesuretheteamhastheskillsandcommitmentneededforChange

QWe?

Ans Incentivecomestoa lotofthepractices.She ismore likeacheer leader.Doesnotreallythe

rulesandmechanicsofgame

QThesepractices,whataretheylike?Howoftendoyoudothem?Howlongdotheylast?

AnsDepends,sometimeswewilljustonepractice.Wehavegotalotoftalentedplayershere,but

manyofthemhadtoonnewpositionswithChange.Theyneededpracticebeforebeingthrowninto

thegame.MrChangealwayswantedmetopracticetheteamlonger.IwascommittedtodowhatI

couldgivetheplayersthenewskillstheyneeded.Unfortunately,mycommitmentwasstrongerthan

Budget .She isjustanotheroneofthose frontofficestuffedshirts.Changesayspractice,practice

andBudget

says

cut,

cut.

But

what

do

Iknow?

Iam

just

trainer

QWhereyouwerewhenchangewasmurdered?

AnsInmyofficewatchingESPNhighlights

QHaveyoueverconsideredbeingtrainedyourself?

AnsNotsureIcatchyourdrift,

QWhat ifyouandSponsorshipwerealignedonwhattheplayersonwhattheplayersneededto

developnew skillsand commitment toChange?What ifyouworkedwith sponsorship tobuilda

compellingcase

that

Budget

could

not

deny?.

A

good

trainer

could

help

you

develop

the

skills

you

needtoworkmoreeffectivelywithsponsorshipandbudget

AnsReally,atrainercouldhelpmewiththat?

Investigator said in fact a good trainer couldhelp allof you culture,Commitment,Sponsorship,

Changeleadershipteam,CommunicationUrgency,VisionPlanandbudget togetonthesamepage

andworkeffectivelyasateam

Suspect#11:Incentive


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InvestigatorknewthatChangeschancesofsurvivalintheorganizationwerelessenedifIfIncentive

,wasnotbehind them.Hewas always aware thatwhenmanypeople thoughtof Incentive they

thoughtofmoney.ItwastruethatIncentivesometimesusedmoneyasaninducementforpeopleto

acceptChange,butexperiencehastaughtthatIncentivehada lotofotheroptionstopromotethe

acceptance of Change and thatmoney was not always themost important one. Incentivewas

almostalways likedbythemost in theorganization. Inonecase Incentivewas topsuspect inthe

murderofChange.ItwaswhenIncentivegotoutofalignmentwithperformancemanagementand

Culture.WhenIncentivehasapracticeofrewardingworkbehaviorsthatare inconsistentwiththe

foundationthatispoweredbyCultureandthestandardsestablishedbyperformancemanagement,

thestageissetfortheperfectorganizationstorm.

Q IwanttoaskyousomequestionaboutChange

ResponseHer

smile

faded

and

eyes

welled

up

with

tears

,Iconsidered

him

to

be

close

friend

.We

workedtogethervirtuallyeveryweeksincehegothere

Qwhattypeofwork?

AnsChangehadcomeupwithreallytwogoodideas.Ireallydonotunderstandthedetailsbehind

thedetailsbehindwhathewasproposing.ButChangedid.Hemadeastrongbusinesscaseforhis

proposalstoChangeLeadershipTeamandbothhisideaswereultimatelyendorsed

QdidUrgencyhelphimwithBusinessCase

Ans

urgency

was

involved.

Right

after

endorsement

Change

came

in

to

my

office

for

my

help.

His

first idea involvedonedepartmentwhereChangehadspentmore timeand I think ,hadapretty

goodreadonmanagementstylethere somethinghecalledfollowershipwhichheexplainedthat

unlesswecouldtapintotheheartsandmindsofthepeople whoaregoingtobeaffectedbywhat

hewasproposing,weprobablywouldnotbesuccessful.Thatiswherehewantedmyhelp totryto

findmotivatorsthatcouldcausethoseemployeestoembraceChange.Yousee,myjobhere isto

reinforcedesiredworkbehaviorsthatsupportChange.

QDidyouhelphim?

Ansyes,well,some. Ithinkso.Youknow it isreallydifficulttosaybecausethenewexpectations

havenot

been

in

place

long

enoughfor

us

to

know

for

sure.

Iam

sure

,Iwas

able

to

help

some

with

embracingpart,though

Qwhatmotivatorsdidyouuse

Ans Firstwe lookedatmonetaryawards.Changehadcalculatedthedollaramountofsavingsthe

companywouldrealizeifhisproposalswereimplementedandhehadevencalculatedtheeffecton

cashflow.Oncehetoldmethat,Isuggestedthatanominalamountofmoneymightbemotivating

forsomeemployees.IshouldletyouknowthathepulledPeterperformancemanagementintothis


14/29


15/29

Theinvestigatoropenedhisnotebook,allthewhilehopingthatanotherorganization,ifnotthisone

, couldbenefit fromhis learnings .He reviewedwhathehadwritten aboutpast four suspects ,

startingfromPlan

Plan:HewasnofriendtoChange

Heneverworkedoutthedetails.Hefocusedonbigpicture.Butitwasthedetailsthatraised

peoples implementation concerns. As they got into integrating Change , people were

astoundedthatnoonehadeverthoughtaboutChangefromtheirperspective

Heneverplannedforearlywins.Asaresult, itwasdifficultshowperformancegainsinthe

beginning.Withlittletocelebrateattheoutset,thosewholikedtositonthefenceusedthe

earlymarginalresultsasaneasyexcusetoresistChange

Heneverincludedthosebeingaskedtochangeintheplanningprocessasawaytoimprove

theplanned

gain

their

buy

in.

Budget:Budgetwasreallysuspicious.AlotofhercolleaguesthoughtshemurderedChange

ShespentalmostnomoneyoncreatingtheinfrastructurethatwouldsupportChange

Shehadtoomuchpowerovertheotherplayersontheleadershipteamwhoneededtohelp

Changesucceed

Shedidapproveundersomeheavypressure fromSponsorship.Theydidnotmakemuch

sensebuttheykepttheheatoffher forawhile.PlanaskedBudget forsomeconsultants.

Theygottogetherfora fewdays inawarroomandcreatedabigdocument,buttheydid

notconsultanyonewhohadarealisticsenseofwhatwasneededtofullyintegrateChange

intotheorganization.Andofcourse,BudgetallocatedafewdollarstoTrainerfortraining,

because she knew she would be ridiculed if Change was tried without any training to

supporttheeffort

Trainer:TrainercontributedtothedemiseofChange

Hemadeahalfheartedattemptattraining thosebeingaskedtochange,butthetrainingdid

notstandachanceforanumberofreasons:

1.

Thebusinessprocesses and technologyhadneverbeenpiloted, so kinkswerenever

workedoutpriortotraining

2.

Dueto

his

sloppy

appearance

and

less

than

optimal

skill

set

Trainer

had

little

credibility

withthepeoplehewasresponsiblefordeveloping

Incentive:

Incentivewasattheleastanaccessorytothecrime.ShetriedtohelpChange,butreallydidnot

makeherrelationshipswithCultureandperformancemanagementwork,soBudgetshotdown

mostofherideasforsupportingChange

Suspect#12:PerformanceManagement


16/29

Investigator on visit found a middle aged man incharge of performance management, sorting

throughatoweringstackofpaperwork.The investigatorrealizedHrdepartmentwastuckedaway

in a remoteunderground cornerof companysheadquarter.The furniturewas shabby and there

wasnotacomputerinsight.Justalotofgraymetalfilings,whichwerenottouchedfordecades

Theman lookedupwithwary eyes.On firstmeetinghe said I amunder the gun to get some

projectsdone. It isalwaysahassleatthistimeofyearbecauseperformanceevaluationsaredue.

Everyonealwayswaitsuntil the lastminute to turn them in , so Iamalways swamped. Iprefer

cigarettes,torelievestresses

Q Howlonghaveyouworkedhere?

Ans:Twentyyears

QYou

like

what

you

do?

Ans Sure.Itishardworkingbutrewarding

Q Whatdoyoudohere?

Ans My responsibility is to track theoutcomesweexpect frompeople.Everyyearwe insist that

leaders throughout theorganization layoutgoals foreveryoneon their team.Then twiceayear

theyaresupposedtochartpeoplesprogressonthosegoals.Haveameeting.Providefeedback

Q Sowheredoyoucomein?

Ans Icollectallthedocumentation.MostoftheleadershereIamsureyouhavemetafewofthem,

tend toprocrastinate.Youhaveprobably talked to SponsorshiporUrgency.They are twoof the

mostnotoriouswhenitcomestogettheirperformanceevaluationinontime.

Q HowwasyourrelationshipwithChange?

Ans fine.ChangeandIwereokay.Wewereonthesamepagemostofthetime.IngeneralI liked

manyof thechanges thatcamethrough,but Imustadmit Ihave lostmy fairshareofsleepover

them,because almosteverything associatedwithChange isnew and I amusually anxious about

whetherwewillsucceed incommunicating topeopleall thenew things theyaresupposed tobe

workingon.We

never

take

something

off

peoples

plates

when

we

ask

them

to

make

aChange.

Then

whenwedoperformanceevaluation ,peoplehavenotaccomplished theirgoalsbecausemonths

agoChangestartedtotakeupalltheirtime..Itisamess.Ihavelotofdoubtsaboutwhetherabout

whetherornotpeoplecanlearneverythingtheyneedtolearntomakeChangeasuccess.

Q Soyouworryabouttheorganization,butsomuchaboutyourself?

Ans Tobehonest , Ioftenworryaboutwhether Icanpossiblymeasureup tothenewstandards

establishedbytheChange.

Q Anythoughtsonwhomighthavekilledchange?


17/29

Ans Yep,prettysureitwasBudget

Q Whatishermotive?Whywouldbudgetwantbudgetdead?

Ans PMhadPurchaserequestsfromChangetoBudgetof lastsixmonths,eachoneofthemwere

rubberstampedDeniedandsignedbyBudget.PeoplewantChange but theyarenotwilling to

pay forit.WhatChangewastryingtodorequiredtrainingandretoolinginsomeareas.Hewasnot

askingformoon,justthebasics.

Q Youthink Budgetactedalone?

Ans Shemayhavehadanaccomplice,thoughIdoubtyouwilleverfindanyevidence

Q Canyoubemorespecific?

Ans HaveyoumetCultureyet?(Ans Yesbyinvestigator)

PMcontinued IhavebeenherealmosttwentyyearsandIhaveseenhereightortentimes,butthe

wordon the street is that she isextremely influential.Keepinganwatchfuleyeon spendinghas

beenpartofherwayofdoingthingsforaslongasIcanremember

Q SoyouaresayingthatBudgetjustdidherbidding?

Ans Something likethat,asfarasIamconcerned,sheisprobablyjustasguiltyasBudgetis.Iam

notgenerallynotonetocomplain.Icomeinandtakecareofmybusiness.ButwiththeseChanges

whenotherpeopledonotdotheirjob,Iamtheonethatlooksbad

PM saidTherewastalkof ofachangeinitiativeinvolvingelectronicrecordsmanagement,butithas

diedtoo

Attheendofinterviewbothagreedtokeepconversationbetweenthem

Suspect#13:Accountability

Accountabilitywasayoungpersonmidtolatetwenties

Q Whodoyoureportto?

Ans Sponsorshipismycounselor

Q Howoftendoyoumeethim?

Ans WemetrightafterIwashired.HewasveryclearonwhatIwantedmetodo.Havenotseen

himsincelastsixmonthsafterhiringbyhim.InfactIstartedthesamedayasChange.Wentthrough

orientationtogether

Q Sodidyouworkedwithhimmuch?


18/29

Ans Yes,weworkedwithhimallthetime

Q We?

Ans Mydepartment, theposition Ihavewasopen foralmosttwoyears. It isadifficultjoband I

understand theyhad trouble findingsomeonequalified for themoney theywereoffering. Ihired

Delegation,FollowupandConsequences.Therewas,andstillis,alottobedoneinmydepartment.

Q SohowdidyougetBudgettogoforthat?

Ans ittooksomeconvincing.Delegationisreallytheonlyonewearepaying,andhegetsminimum

wages.Followupisjustinterninghere,andconsequencesishereonsomekindofgrant

Q DoyouhaveanyideawhokilledChange?

Ans Iamsorry.Iwasnotclear, Changewaskilled orcommittedsuicide

Q Youthinkhecommittedsuicide?

AnsSure,itisonlyreasonableexplanation.Thereweresomefolkshere,thatdidnotreallycarefor

Change,but Icannotthinkofanyonewhowouldgosofarastokillhim.Besides inretrospect,he

displayedall the signs.Wish Ihadpickedupon them then.Maybe therewas something Icould

havedone

Q Signs?

AnsWhen

Change

started

he

was,

you

know

,he

had

energy.

But

last

six

weeks

or

so

he

was

like

a

differentperson.Hewashereallhoursoftheday.Idonotknowwhenheslept.Hewasirritableall

thetimeandhehadlostweight.Weusedtohavelunchtogetherbuthedidnotseemtohavetime

anymore.Iheardthatoneofhisinitiativeswasgoingokay,butIdonotthinktheotherinitiativewas

movingalongwell.Wordinthestreetisthattheguysinthatdepartmentareaprettytoughgroup.

Depression,that iswhat itwas.ChangewasunderanextremeamountofpressureandIthinkhe

gotoverwhelmedandsunkintodeepdepression

The investigatordismissedhisexplanation, tobe an idiotic theory, thiswasnot a suicide, itwas

definitelyamurderandaskedhim

Q Yousaidyouheardthatoneinitiativewasnotgoingwell,thatwaswordonstreet?,butwhatis

thatgottodowitheverything.Idonotunderstandhowyoucouldknowso littleaboutthesetwo

initiatives.Changeneededyourexpertiseandyouapparentlyhadnoideawhatwasevenhappening

Ans Lookthatisnotfair

TheinvestigatorsaidLetmefillinblanksforyou.Changeaskedyouaskedforyourhelp.Youwere

certainly willing but youwere having trouble time on your calendar.But you had the answer .

DelegationcoulddoitandifheneededhelphecouldalwaysenlistFollowupandConsequence.You

havemademockeryoftheveryjobyouwerehiredfor.Yourjobrequiresmaturityandyoujustdo


19/29


20/29

Investigatorsaidallthesecharactersyouhavetodealwithsupercop,Reprimand,Hypocriteand

Convertibledomakethingsquiteconfusing.Employeessaidnowyouunderstandhowwefeel

TheAutopsy

Report

AsperDoctortimeofdeathwasbetween7anto9am,rightnowIamlistingcauseofdeathasheart

failure

Q Hediedofnaturalcauses?

Ans Heartfailurewasresultofatypeofpoisoning.ItwasC15

Investigatorreflectedonsomeofhisothercases.C15wasamysteriouspoisonthatwasidentified

as the causeofdeath.At the time itwasnamed , therewere fifteenknown relatedcasesandC

stoodfor

Change

Q DotheyknowanymoreaboutC15yet?

Ans Scientistsareworkingonitbutthattheyreallyknowisthatitactsslowly,usuallyoveroneor

twomonths. Based on anecdotal evidence, the only known associated symptoms are insomnia,

anxiety ,nervousness andweight loss.Asper recordswhenChangejoinedhewas ashealthy as

horse,alllabtestwerenormalandhehadnosignificantproblemsinhismedicalhistory.Iweighted

him andhehad lost twenty fiveponds since then andhis fingernailswere cheweddown to the

quick.

QSo

the

toxin

finally

built

up

enough

that

he

had

aheart

attack?

Ans Not aheart attack, aheart failure.Aheart attack is generally causedby a longbuildupof

plaqueoraclot inthecoronaryarteries,whichblocksbloodflow.Nobloodmeansnooxygenand

heartcellsdie.Changesarterieswere fine.When Isay heart failure I literallymean thathisjust

stoppedbeating.

Investigator found on Doctors table current edition of perspective in forensic named trace

elementsofC15.Theopeningread:C15hasbeenidentifiedasthetoxinleadingtoheartfailureand

deathinnumberofcases.Althoughmuchisnotknownaboutthetoxin,scientistsbelieveanumber

oftraceelementsmakeupthisdeadlysubstanceandhaverecently identifiedthreeofthosetrace

elements

PeopleleadingthecChangethinkthatannouncinghimisthesameasintegratinghim

PeopleconcernswithChangearenotsurfacedoraddressed

ThosebeingaskedtoimplementChangearenotinvolvedintheplanning

Murdererannounced:invitationonly

Investigatorsaid Asyouknow ,Changewaskilledrecentlyand Ihavebeentalkingtoyouandothers

over thepast twodays,just so there isnomisconceptions, itwasmurder.Hewaspoisonedand the


21/29

murderer is in this room. I amnot as stupid as someof you think I am. Idonothave an advanced

degree,butIwhatIknowisChangeandpeople.Ihavespentmycareerstudyingboth.Changeisrarely

acceptedeasilybyanyorganization,buteachofyouhadaresponsibilitytohelphimgetintegratedhere.

MsVisionyourjobistohelpothersseebenefitsofChange.Tohelpthemlookbeyondthepresentand

intothefuture.Youfailedmiserably

MrUrgency Changeneeded your support tomakehis integration apriority tohelphimdevelop a

compelling case for himself. Did you give him that support?No , youwere always late . Youwill

probablybelateforyourownfuneral.

MrSponsorship The staffneeded toknow therewashigh levelexecutivebacking forChange.That

doesnothappenonagolfcourseorthroughonetimeannouncement.Ittakesagoodleadershipteamto

supportChangeonethatyoufailedtobuild.

MrPlanIexpectedyoutohaveyourheadupintheclouds.Thatiswhereyouspendmostofyourtime,

isnotit?

MsCultureofallpeople,youcouldhavebeentheonetosetthetoneandlaygroundworkforchanges

success.Butwhoyousayyouareandwhoyoureallyarewell,theyarereallyquitedifferent,arenot

they? Youpopinandoutofherelikeaghostandexpectpeopletorespectyou.Stokiddingyourself

Andthenthereisyourbuddy,MsBudget Msfiscalresponsibility.Budget,youknowthatChangerarely

succeedswithoutproperfunding,Iamsurprisedyoudonothavecarpaltunnelsyndromefromuseofof

your

denial

stamp.

While

you

are

correct

these

other

characters

need

to

do

their

part

before

you

approvefunding,youneverbotheredlettingthemknowwhyyouweredenyingChangesmanyrequests

forit.Iftheyknewyourrationale,perhapsitwouldhavemotivatedthemtoactdifferently.

AndthenwehavetheillustriousMrTrainer.Thisisalljustagametoyou.Youhaveuniqueopportunity

tohelptheemployeesbuildtheirskillstosupportChange,butinsteadyouspendyouspendyourtimein

officewatchingESPN.Hereisthescore,Trainer,youarealooser

MrAccountability Herewehave thepassthe buck clan.You are adisgrace.Changeneeded your

support to sustain gains thathadbeenmade. PeopleneedAccountabilitywhenChange comes. You

overusedDelegation.AndFollowupjustwasnothereenough.YouusedConsequences likeahammer

andthat

is

atool

that

usually

works

only

when

Fear

is

present

MrIncentivethattherearenumberofwaystomotivatepeopletoacceptChange.Iamnotsureabout

motive,butyoudidhaveopportunity.YouhadtheopportunitytopushharderforChangeinwaysthat

theemployeesmightaccepthimmore readily.justbecause there isdysfunctionallaroundyou ,does

notgivepermissiontogiveup.

Ms Communication , hewondered howmuch of the conversation she had heard ,while shewas

adjustinghearingaid.Hehadtheurgetobeginwithhersaying ,youhavetherighttoremainsilent .

Changeneededavoice intheorganizationandyou failedtoconsistentlyprovidethat.Andjustashe


22/29

neededthatvoicetobesuccessful,employeeneededanear.Someonetolistentotheirfearsandtheir

ideas.InthisMsCommunicationyoufailed

MrPecs

(Change

Leadership

Team)

Pecs

,your

ego

is

your

Achilles

heel

(persons

weak,

vulnerable

point).ChangeneedsaChangeLeadershipTeam thatwillcarryhimthroughout theorganization.You

tookpride inholdinghimup,particularly inpumpinghimup in thebeginning,butthen itbecameall

aboutyou,didnotit?Youwantedtheacclaim,butyoudidnotwanttodoallthework.

MrPerformanceManagement youdofairlygoodworkinthecontextofdysfunctionhere,butafterthe

meetingyou,IwantyouinBudgetsofficewiththosepurchaseordersforherreconsideration.

MrCommitmentGiventheineptitude(silly/absurd)ofyourcolleagues,youreallydidnothaveachance

ThusallofyoukilledChange inmyopinion.Mostofyou saw thecrime scene.Thepoison thatkilled

Changedid

very

slowly.

Icannot

prove

it

but

Ibelieve

the

poison

was

neglect

your

neglect.

He

tried

to

survivethesupportheneededfromyoubutultimately,hisisnotonemanjob.Hefinallylostheart. I

wouldarresteveryoneofyouifIhadenoughevidencebut

Investigatorsaid, IamconfidentyouwillhaveanotherChangehere.Lookatmy face .Thisnotaface

youwillnotwanttoseeagain

NextAnna informedWehavegotanotherChange,thistime itwasaknifetothebackandhe isnot

dead.HeisinICUoveratMemorialHospital.TellthemIamontheway

HelpingChangethriveinyourOrganization

Bestpractices,linkedtoeachabovecharacter/functions,whereChangeissetuptosucceed,

Actionplantoleverageyourpotentialandaddressyourrisks

1. Culture: Cultureisdefinedasthepredominantattitudes,beliefsandbehaviorpatternthatcharacterize

theorganization.Theroleofculture iscriticalthroughoutthechangeprocess.Culturehasthepowerto

eitherenableandsustainthechangeorburythechange.

Toalignculturetoachange,youshould

Determinehowyoucanleveragethecurrentculturetosupport,enableandsustainthechange

Use sponsorship ,accountabilityand incentive to reinforce theculture required toenableand

sustainchange

Determinewherethecurrentcultureisnotalignedwiththeproposedchange,andwhatactions

arerequiredtoaligntheculturewiththechange

Askthesequestions:

Howwouldyoudescribeyourorganizationsculture?

Inwhatwaysisyourorganizationalcultureconducivetosuccessfulchange?


23/29

Inwhatwayscouldyourcultureinhibitsuccessfulchange?Howdifficultwillitbetochangethe

culture?

2. Commitment: commitmentdescribesapersonsmotivationandconfidencetoengageinnewbehaviors

requiredby

the

change

initiative.

Toincreasepeoplescommitmenttoachange,youshould

Provide forum forpeople to express theirquestionsand concernsand then respond to these

questionsandconcerns

Expandopportunitiestoincreasetheinvolvementandinfluenceofthosebeingaskedtochange.

Thisproduces longterm,sustainablecommitmenttoanewwayofdoingbusiness,ratherthan

shorttermcompliance.

Purposefullyorchestrateopportunitiesforadvocatesofchangetocontactthosewhohaveyetto

makeuptheirmindaboutthechange

Askthesequestions:

Have the people being asked to change had an opportunity to express their questions and

concerned?Ifnot,howcanyousurfaceandaddressthesequestionsandconcerns?

Have the people being asked to change had an opportunity to get involved and influence the

changeprocess? Ifnot,howcanyouexpandopportunities for involvementand invoiceasakey

strategyfordrivingcommitmenttothechange

Whattactiscanyouuseto increaseto increaseconversationsbetweenadvocatesofchangeand

thosewhoaresittingonfence?

Areyouseekingpeoplescomplianceortheircommitmenttochange?Whatwillyoudoto gain

peoplescommitment?

3. Sponsorship:Asponsor isasenior leaderwhohas the formalauthority todeploy resources (e.g.time,

moneyand

people)

toward

the

initiation,

implementation

and

sustainability

Aneffectivechangesponsorshould

Selectandalignawellqualifiedleadershipteamthechangeonadaytodaybasis

Get commitment and secure byin for change, by surfacing band addressing concerns and

involvingthosebeingaskedtochange,inthedecisionmakingprocess

Modelthebehaviorsexpectedofothers,rememberingthatactionsspeaklouderthanwords

Createincentivebyrecognizingandreinforcingthebehaviorsconsistentwiththechange

Fosteraccountabilitybyshowingtheorganizationthatleadershipisseriousaboutthechange

Askthesequestions

Askthe

sponsors

for

change

in

your

organization

using

the

behavior

listed

above

?

Ifyoursponsorsarenotusingthebehaviorslistedabove,dotheyknowtheyareexpected to

usethesebehaviors?

Ifyoursponsorsdonotknowwhatisexpectedofthem,howwillyoueducatethem

4. ChangeManagementTeam: Thechangeleadershipisthegroupofleaderswithdaytodayresponsibility

forexecutingavarietyofchangeleadershipstrategiestoleadpeoplethroughchangeinitiative.

Thisteamshouldincludepeoplewho

Havebeenpartofsuccessfulchangeefforts

Canallocatethetimerequired

Havetherespectoftheirpeers


24/29

Arehighlyskilled

Arewillingtospeaktruthtopower

Areeffectivecommunicators

Representdiverseviewpoints,includingdifferentareasandlevels oftheorganization,aswellas

advocates,informalleadersandresisters

Itisimportantthatchangeleadershipteamcommunicatesconsistentlyaboutthechange,regardless

ofwhoiscommunicating

Askthesequestions

Doyouhaverightpeopleonyourdaytodaychangeleadershipteam?

Arethemembersofyourchangeleadershipteamspeakingwithvoice?

Have you createdmultiple change leadership teams to effectively carry the change into all

areasof

the

organization?

5. Communication:Effectivechangecommunicationis

Focusedoncreatingdialoguenotonewaycommunication withchange leadersand

thosebeingaskedtochange

Frequentandorchestratedviamanydifferentkindsofmediaagoodruleofthumbisat

leastseventimesandsevendifferentways

Consistentinitsmessage,regardlessofwhoiscommunicating

Delivered by credible , respected sponsor, aligned leadership team members and

advocatesofchange

Askthesequestions

Howeffectiveisthecommunicationregardingchange?

Iflessthanideal,howwillyouimprovetheeffectivenessofthecommunication?

Haveyou surfacedandaddressed thequestionsandconcernsof thosewhoarebeing

askedtochange?

What tactics canyouuse to increase conversationsbetweenadvocatesof thechange

andthosewhoaresittingonthefence?

6. Urgency:Urgencyexplainswhychangeisneededandhowquicklypeoplemustchangetheway

theywork.Ifpeopledonothaveasenseofurgencyregardingtheneedforchange,theinertia

ofstatusquowilllikelytoprovestrongandpeoplewillnotmakechangesyouareseeking.

The followingmethodscanbeusedtocreateasenseofurgencyamongthosebeingaskedto

change.

Bringpeople face to facewith realityof the situation.Share lotsof informationand

involvethemidentifyingthegapbetweenwhatisandwhatcouldbe.

Providecredible,believablereasonstochange,answeringthequestionswhatiswrong

withthewaythingsarenow.Developasharedspiritofdiscontentwiththestatusquo.

Framethechangeintermsofacausethatismotivating


25/29

Askthesequestions

Dothepeoplebeingaskedtochangeseewhatiswronginmaintainingthestatusquo?

Dothey

have

asense

of

urgency

about

the

need

for

change?

Ifpeoplessenseofurgency is less than ideal ,whatwillyoudo tocreatea stronger

caseforchangeandagreatersenseofurgency

7. Vision: For those being asked to change, a clear and compelling vision allows them to see

themselvessucceedinginthepictureofthefuture.

Visionshould:

Workwithurgencytobreaktheinertiaofthestatusquo

Gobeyondasloganandpresentaclearpictureofwhatthepicturelookslikewhenthe

changeissuccessfullyimplemented

Getmanypeople involved in thevisioningprocess so that there isownershipbeyond

thealignedleadershipteam

Allowpeopletoseethemselvessucceedinginthefuture

Askthesequestions:

Havethepeoplebeingaskedtochangebeenaskedwhatwouldgetthemexcitedtobe

partofthepostchangeorganization

Canpeopledescribehow their future rolewillbedifferent fromandhopefullybetter

thantheircurrentrole

8. Plan. The change implementationplan is important ,but theplanningprocess is evenmore

important.An

effective

planning

process

:

Includespeoplewhoarebeingasked tochange specially resisterswhocananticipate

whatcouldgowrong

Providesenoughdetailsforsupportpeopleonthefrontlinetogetgoing

Clarifiespriorities

Definesthemetricssoyouwillknowifyouhavebeensuccessful

Includespilotsusingearlyadopterswhoarewillingtotacklethechallengeofmakingthe

changetowork

Prepare for theneed to have quickwins to sway those peoplewho areundecided

aboutwhethertosupportthechange

Develop the right infrastructure to support the change and ensure that you do not

skimponinvestmentsininfrastructure

Askthesequestions:

Basedonthecriteriaabove,howeffectiveisyourplanningprocess?

Iflessthanideal,howwillyouimprovetheprocessandresultingplan?

9. Budget.Nochange initiativecanbesuccessfulwithoutspendingmoney.Thatbeingsaid , it is

important to analyzeproposed changes from financialperspective todeterminehowbest to

allocatelimitedresourcesandensureahealthyreturnoninvestment(ROI).


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who killed change

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