| 1. The process of change is hard. We are creatures of | | | | have little chance of breaking the chain if you form a |
| habit, creatures of contentment. Once you | | | | strong change leadership team. |
| acknowledge this reality, you can start taking action | | | | 6. If your focus is on 'making friends' - you're in the |
| and begin to steer change. Richard Kiefer, Sojourner's | | | | wrong role. Remember no. 1? People will struggle. |
| Guide.com, summarizes this reality best, "At the heart | | | | People will put up roadblocks. Your role is to guide |
| of most anxiety is our attempt to create permanence | | | | change through rough waters and make it happen - |
| in a world where change is the life process." | | | | welcome to the rapids. |
| 2. Clear, influential sponsorship is a must before you | | | | 7. A consensus driven culture is the biggest challenge |
| begin. You're wasting your time on managing the | | | | to efficient change management. If everyone and their |
| human side of change if the captain of the ship doesn't | | | | brother needs to be involved in making the decision - |
| believe in the direction of the change. If the captain of | | | | good luck. These organizations have bigger problems |
| the ship doesn't support the change, you have more | | | | and their first change initiative should be to change their |
| work to do. Either (1) dig deeper as to why the | | | | culture. |
| sponsors do not support the change and address | | | | 8. One of the most important roles of a change leader |
| those concerns, or (2) execute a pilot program to | | | | is marketing and selling. Results speak volumes. There |
| show results first - actions will always speak louder | | | | is no better way to bring people along than to |
| than words. Go back to your change sponsors with | | | | showcase wins. Change recipients don't have to buy |
| those results and restate your case for broader | | | | the business case for change, but they cannot deny |
| change. | | | | real results from the change. |
| 3. You're not going to get everyone 'on board'; you're | | | | 9. The change management team should include early |
| not going to get 'buy-in' from everyone. That's okay. | | | | adopters and resistors. WRONG! If you have the |
| You need to get the right people on board. Start with | | | | support of high impact sponsors, you need people on |
| the early adopters, the laggards will either follow or self | | | | the change management team that know how to |
| select. Keep moving forward. | | | | make it happen. The decision to change has already |
| 4. Actions speak louder than words. Need I say more. | | | | been made. Get on with it. |
| You can try to influence until the cows come home, | | | | 10. Shut up and listen to the 'right' resistors. Note, I did |
| but at some point you have to transition from thinking | | | | not include all resistors. Some people just want to |
| to doing. | | | | argue. Listen to the right resistors - those that have a |
| 5. Unless you're the CEO, don't go it alone. At some | | | | lot of influence in the organization. You will only |
| point in time, you will likely face resistance and fear | | | | understand the origin of resistance if you stop talking |
| from the recipients of the change. You may even | | | | and listen deeply to understand what has brought the |
| question the change. You're going to get beat up. | | | | anger, fear, pain, suspicion, or arrogance about the |
| There is power (and comfort) in partnership. | | | | change. Stop formulating your counter point and listen. |
| Remember the kids game, 'Red Rover'? Resistors | | | | |