Everyone recognizes the need to change, so why is it so difficult for organizations and people to embrace change? One data point that has been floating around for over 20 years is that 70% of organizational change initiatives fail. Ironically, despite the ubiquity of this "fact," it was first suggested in 1993 as nothing more than an "unscientific estimate." The reason this statistic has been repeated so often for so long is that it comes close to matching our own experiences--more specific and recent research has since found that only 54% of executives say change initiatives at their companies are adopted and sustained. Clearly, this is a tremendous issue that defies easy solution. Every failed change initiative is not just a missed opportunity but also an expensive mistake--one study found that one of every six large IT projects go so badly that they can threaten the very existence of the company. So how can we individually be more effective at being change agents in our personal and professional lives? First, we need to appreciate that: There is no such thing as a change agent. That may sound odd considering I’m writing about being a better change agent, but this is a skill, not an ability. It is not something you are born with but something you can improve upon. All of us are change agents—none of us gets the luxury of waiting for others to change us, and that means we must sharpen our skills. Being a change agent is risky: No matter how much business leaders say they want change agents, being a change agent is risky. Change agents fail, stumble in their career and can damage their reputation. We must appreciate that advocating for change entails risk, which is why it is essential we are aware of the specific risks and work to mitigate them. People hate change. We humans like to feel safe and comfortable, and change is risky and discomforting. Successful change agents must know how to inspire people, helping them to see and embrace the benefits of change. If we do these three things—sharpening our own skills, mitigating risks and inspiring people—we can succeed at leading change.

1. How to be a better
Change Agent
AUGIE RAY
10/13/2016 @AUGIERAY 1

2. If you don't like change, you're going to like
irrelevance even less.
General Eric Shinseki
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3. 10/13/2016 @AUGIERAY 3
of organizational
change initiatives fail70%

4. Studies Validate Change is Hard
 75% of business and IT executives admit that their projects are either
always or usually “doomed right from the start.” (Geneca, 2011)
 Employers felt 55% of change management initiatives met initial
objectives, but only 25% felt gains were sustained over time. (Towers
Watson, 2013)
 Only 54% of executives say change initiatives at their companies are
adopted and sustained. (Booz & Company 2013)
 17 percent of large IT projects go so badly that they can threaten the
very existence of the company. (McKinsey 2012)
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5. 10/13/2016 @AUGIERAY 5
Any change, even a change for the better, is always
accompanied by drawbacks and discomforts.
Arnold Bennett

6. Three Realities of Change Agency
10/13/2016 @AUGIERAY 6
Advocating for
change is risky
People hate change
There is no such
thing as a
change agent
Inspire people

7. Three Realities of Change Agency
10/13/2016 @AUGIERAY 7
Advocating for
change is risky
People hate change
There is no such
thing as a
change agent
Inspire people

8. Hone your change agent skills
 Resilience
 Patience
 Self-awareness
10/13/2016 @AUGIERAY 8
 Networking
 Communication
 Facilitation
 Love of learning
 Contrarian thinking
 Analysis

9. Critical Thinking
Skills and Habits
Change Must Be Anchored in News and Trends
People do not adopt change for change’s sake—
there must be a pressing opportunity or challenge,
so change agents:
 Schedule time every day to read and learn.
 Adopt tools to gather info (alerts, newsletters,
Flipboard, follow thought leaders, etc.) and save
information (OneNote, Evernote, etc.)
 Curate news in their social channels, becoming a
source of information for others.
10/13/2016 @AUGIERAY 9
Love of Learning
Contrarian Thinking
Analysis

10. Critical Thinking
Skills and Habits
Change Contradicts Conventional Wisdom
By the time everyone sees the opportunity or
threat, it is too late. To see what others do not,
change agents:
 Practice discomfort with complacency, seeking
new, better ways.
 Consider untraditional information outside their
industries or even outside the business world.
 Accept nothing. Challenge everything. Don’t zig
when everyone zags; just question why.
10/13/2016 @AUGIERAY 10
Love of Learning
Contrarian Thinking
Analysis

11. Critical Thinking
Skills and Habits
Change Only Occurs When Others Are Convinced
Business leaders do not until they are convinced it
is necessary and confident in the outcome.
Change agents must:
 Remove passion and biases.
 Use your network to challenge your pitch.
 Embrace the risks.
 Identify and prepare for objections.
 Build a logical case.
10/13/2016 @AUGIERAY 11
Love of Learning
Contrarian Thinking
Analysis

12. Three Realities of Change Agency
10/13/2016 @AUGIERAY 12
Advocating for
change is risky
People hate change
There is no such
thing as a
change agent
Inspire people

13. Being a Change Agent is Risky
10/13/2016 @AUGIERAY 13
Ron Johnson 15 years
12 years
18mo
Introduced design partnerships
such as Michael Graves
Oversaw launch of
Apple Stores
Dismissed after “the worst quarter in retail history”—a
25%+ drop in same-store sales in one quarter

14. Being a Change Agent is Risky
10/13/2016 @AUGIERAY 14
Ron Johnson
“When I got to Penney’s, I had no choice
because I was told people wanted change,
but the truth is nobody wanted change.”

15. What Went Wrong at JCP?
10/13/2016 @AUGIERAY 15
Ron Johnson
 Traded sales promotions for “fair & square” prices.
 Swapped brands JCP shoppers wanted for high-
end brands beyond the budget of the traditional
customer.
 Initiated plan with no tests, focus groups or pilots.
 Attempted to run JCP like a startup.
 Punished skeptics. “I don’t like negativity.
Skepticism takes the oxygen out of innovation.”
 Replaced leaders who understood JCP business.

16. The Building Blocks of Change
10/13/2016 @AUGIERAY 16
Capital
Process
People
Culture
Customer
 Traded sales promotions with “fair & square” prices.
 Swapped brands JCP shoppers wanted for higher-end
brands; offered items beyond the budget of the
traditional Penney’s customer.
 Initiated plan with no tests, focus groups or pilots.
 Attempted to run JCP like a startup.
 Punished skeptics. “I don’t like negativity. Skepticism
takes the oxygen out of innovation.”
 Replaced leaders who understood JCP business.

17. Build Capital Diligently, Spend It Wisely
10/13/2016 @AUGIERAY 17
Capital
Process
People
Culture
Customer
Being a change agent requires you amass personal
capital. Political winds change often. To mitigate risks:
 Seek sponsors and mentors and listen to them
 Build a network and engage with them
 Seek approval and support
 Own up to mistakes

18. Keep the Customer King
10/13/2016 @AUGIERAY 18
Capital
Process
People
Culture
Customer
Do not forget to put the customer at the center of
your thinking. To mitigate risks:
 Base ideas on documented customer needs,
behaviors and perceptions.
 Don’t alienate current customers while striving to
attract new ones
 Develop ideas for those customers that are
strategic targets for your organization.

19. Process Is Your Friend, Not the Enemy
10/13/2016 @AUGIERAY 19
Capital
Process
People
Culture
Customer
Process frustrates change agents, which is why it is
twice as important they respect the process. To
mitigate risks:
 Seek partners with project management skills to
help create project plans
 Create a logical, staged plan
 Test, test, test

20. Work Within the Existing Culture
10/13/2016 @AUGIERAY 20
Capital
Process
People
Culture
Customer
Culture changes slowly, and change agents get more
done when they work with rather than against
existing culture. To mitigate risks:
 Align your ideas to current strategic initiatives
 Understand and respect organization structure
 Consider corporate mission and values

21. Make People Allies
10/13/2016 @AUGIERAY 21
Capital
Process
People
Culture
Customer
People don't resist change. They
resist being changed.
Peter Senge

22. Three Realities of Change Agency
10/13/2016 @AUGIERAY 22
Advocating for
change is risky
People hate change
There is no such
thing as a
change agent
Inspire people

23. Inspire People to
Embrace Change
Make Change Worth Everyone’s While
10/13/2016 @AUGIERAY 23
Change Goals & Rewards
Raise the Pain (a Little)
Create a Positive Vision
Involve People
It is difficult to get a man to
understand something, when his
salary depends upon his not
understanding it!
Upton Sinclair

24. Inspire People to
Embrace Change
Make Change Worth Everyone’s While
Change goals and rewards to reward the right
behavior. To inspire people:
 Identify the goals and metrics that measure the
behaviors you wish to change
 Change reward systems to compensate people
for the right behaviors; for example, employees
will not become more oriented to customer
satisfaction if they are only rewarded for
productivity, efficiency or sales
10/13/2016 @AUGIERAY 24
Change Goals & Rewards
Raise the Pain (a Little)
Create a Positive Vision
Involve People

25. Inspire People to
Embrace Change
Help People To See Why They Must Change
10/13/2016 @AUGIERAY 25
Change Goals & Rewards
Raise the Pain (a Little)
Create a Positive Vision
Involve People
And the day came when the risk
to remain tight in a bud was more
painful than the risk it took to
blossom.
Anaïs Nin

26. Inspire People to
Embrace Change
Help People To See Why They Must Change
Change is painful, but the eventual pain of failing to
change is even greater. To inspire people:
 Realize that change can threaten jobs—plan for
the concern, be candid and help people change
 Encourage people to understand the risks of not
changing and the benefits of changing
 Make it about them…
10/13/2016 @AUGIERAY 26
Change Goals & Rewards
Raise the Pain (a Little)
Create a Positive Vision
Involve People

27. Inspire People to
Embrace Change
Encourage People To See Their Futures Positively
10/13/2016 @AUGIERAY 27
Change Goals & Rewards
Raise the Pain (a Little)
Create a Positive Vision
Involve People
I alone cannot change the world,
but I can cast a stone across the
waters to create many ripples.
Mother Teresa

28. Inspire People to
Embrace Change
Encourage People To See Their Futures Positively
Make change personal and exciting. To inspire
people:
 Paint a picture of how change will bring benefits
to employees
 Create a plan to support employees
 Commit the time and resources necessary
10/13/2016 @AUGIERAY 28
Change Goals & Rewards
Raise the Pain (a Little)
Create a Positive Vision
Involve People

29. Inspire People to
Embrace Change
People Embrace Change When They Have a Voice
10/13/2016 @AUGIERAY 29
Change Goals & Rewards
Raise the Pain (a Little)
Create a Positive Vision
Involve People
You teach me, I forget.
You show me, I remember.
You involve me, I understand.
E. O. Wilson

30. Inspire People to
Embrace Change
People Embrace Change When They Have a Voice
Support and impetus for change comes top-down.
Adoption of change comes bottom-up. To inspire
people:
 Listen and react to hopes, ideas and concerns
 Tell people what; let them have a say in how
 Provide the time necessary for change—plan for
storming, norming and performing
10/13/2016 @AUGIERAY 30
Change Goals & Rewards
Raise the Pain (a Little)
Create a Positive Vision
Involve People

31. Be a Better Change Agent
10/13/2016 @AUGIERAY 31
Know and mitigate the
capital, customer,
process, culture and
people risks
He or she who helps people
embrace change rules the world
Adopt habits that
improve your
communication,
emotional and
thinking skills
Inspire people

32. Thank you
When you're finished changing, you're finished.
Benjamin Franklin
Feedback and dialog welcome at @augieray.
10/13/2016 @AUGIERAY 32