Ready, Set, Go! The 100% Solution to Change that Sticks

Ready, Set, Go!
The 100% Solution to
Change that Sticks

Copyright © Linkage. All rights reserved. www.linkageinc.com
About the Presenter
Stu Cohen
Change and Transition Practice Lead,
and Principal Consultant at Linkage

Success Rate of Change Initiatives
4
• Deemed failures as
they do not produce
the expected results.
• Expected payoffs for
increased productivity
and efficiency gains
do not materialize.
• The ROI for the time
and money invested
is far too low.

Reasons Change Initiatives Fail
• Lack of proper planning
• Ineffective program management and/or execution
• Lack of employee understanding and buy-in
5

Major Hurdles to Successful Change
• Change Fatigue – 65%
• Organization lacks skills to sustain the change – 48%
–Decisions at C-Suite and leadership level
–Lack of input from managers and front line
• Don’t understand change or why its happening – 44%
• Disagree – 38%
Source: Strategy& Global Culture and Change Management Survey 2013 by Strategy & Katzenbach Center
6

Poll: What Hurdles is Your Organization
Facing?
• Change Fatigue
• Organization lacks skill to sustain change
• Employees don’t understand the change or why it is
occurring
• Employees disagree with the change
• All of the above
7

Managing Change
Strategic
Planning
Change
Leadership
Well run
organizations
have always
invested heavily
in this.
They have
also started
to invest in
this.

The Six-Stage Change Process
6
Reinforce
the Change
1
Make the
Case for
Change
3
Communicate
the Vision and
Strategy
2
Enlist
Stakeholders
to Develop a
Vision and
Strategy
5
Set
Milestones
and
Acknowledge
Progress
4 Remove
Barriers

Where Change Fails…or Succeeds
Complacency
False Starts/
Confusion/
Misalignment
Frustration
Cynicism/
Loss of
Momentum
Wasted
Effort
CHANGE
Common Vision Barriers Progress ReinforcementCase
Inaction/
Confusion/
Resistance
Common Vision Communication Progress ReinforcementCase
Common Vision Communication Barriers ReinforcementCase
Common Vision Communication Barriers ProgressCase
Common Vision Communication Barriers Progress ReinforcementCase
Common Vision Communication Barriers Progress Reinforcement
Communication Barriers Progress ReinforcementCase

• The work of leadership is change
• Leaders provide stability by reminding people of what
in the “core” is NOT changing
• Leaders promote change
–Scan internal and external
environment for problems and
opportunities
–Mobilize people to meet the
challenges
The Role of Leadership
11

Why We Are Here Today…What We Will Cover
• The difference between change and transition
• A framework for understanding how people
experience change
• Seven rules of transition management
#1:Transition is a process
#2: The timing of transition is different for each person
#3: Resistance is normal and natural
#4: Be sensitive to people’s losses
#5: The rumor mill is alive and well during transition
#6: Define what is and is not changing
#7: Bridge the gap between the old and the new

Based on the work of William Bridges
13
William Bridges, 1933 - 2013

Change
An event that is situational and is external to us. It
gets announced…you read about it in a
memo…you can see it on a calendar.
Change

Change
SOMETHING OLD STOPS
Change

Change
SOMETHING OLD STOPS SOMETHING NEW BEGINS
Change

Transition
The gradual, internal emotional process that
happens inside as we learn to adapt to the
external change event.
Change
SOMETHING OLD STOPS SOMETHING NEW BEGINS

New Beginning
1
Most people are
energized…especially after
the dark, confusing and
sometimes discouraging days
in the neutral zone.
Back to “normal”…feel at
home once again.
You know who you
are…where you are
going…what you are doing.

I’m now comfortable
with the change…
how about you?
End Result of the Transition Process

THE CHANGE THE TRANSITION
Bringing together two companies
and culture. Getting comfortable
with new ways of operating and
taking on a new identify.
Learning new processes,
procedures and protocols and
getting comfortable with the
new technology.
Change vs. Transition: Professional
Promotion…learning the ropes of the
new job and getting comfortable
with changing relationships and new
responsibilities.

Poll: In Transition?
How many of you are in the middle of some transition?
• Professional?
• Personal?
• Both?

The Missing Piece
Strategic
Planning
Change
Leadership
Transition
Management
The Missing Piece
Well run
organizations
have always
invested heavily
in this.
They have
also started
to invest in
this.

Rule #1: Transition is a Process

Ending
Neutral
Zone
New
Beginning
Rule #1:Transition is a Process

Poll: Recent Organization Change
Which was true for a change in your organization?
• Badly planned or implemented change created painful
transition
• Unmanaged transition got in the way of the change
working
• Both
27

No Wonder…
We continue to read that up to 70% change initiatives
fail.

Rule #2: Timing for transition is
different for each person

Rule #2: The timing for transition is different
for each person
Ending
Neutral
Zone
New
Beginning

Transition Is like a Marathon

Transition is Like a Marathon
Ending
Neutral
Zone
New
Beginning
Executives
Managers
Employees

Poll: Where Are You In Your Transition?
• Endings
• Neutral Zone
• New Beginning
• Multiple changes…in two or more at the same time

Rule #3: Resistance to change
is normal and natural.

Rule #3: Resistance to change is normal and
natural

It’s the Transition not the Change We Resist
• Expectations are disrupted
• Sense of security is threatened
• Feel powerless and vulnerable
• Feel incompetent
• Missing key information to help you
understand the implications of the
change

Organizational Communication

More Important During Times of Transition

Communication Basics
40
 Tell the truth
 6x rule
 Vary the medium
 Ensure it’s two-way
 Be consistent
 Understanding is more
important than agreement

Rule #6: Define what is changing
and what is not

What Is and Is Not Changing
• People are more apt to get on-board with the change
if you are clear about what is and isn’t changing
–Sell the problem before selling the solution
–Sell the problem without putting down the past
43

Rule #7: Provide a bridge between
the new and old.

Rule #7: Provide a bridge between the new and
the old.
“ It’s not so much that we’re afraid of
change, or so in love with the old
ways, but it’s that place in between
we fear…it’s like being in between
trapezes. It’s Linus when his blanket
is in the dryer. There is nothing to
hold on to.”
- Marilyn Ferguson, The Aquarian Conspiracy

• Takes time to evolve to the
new ways
• The old way no longer works
but the new way has not
fully arrived or been fully
implemented
• Need a set of explicit
temporary arrangements
that help address the in-
between time…the time
between trapezes
Transitioning from the Old to the New
46

Old Kitchen to New Kitchen…
What’s the Bridge?
47

Travel Checklist

Rule #7: Provide a bridge from the new to the
old
• Interim Reporting Relationships
• Enhanced/increased communication
• Confirm/clarify roles and responsibilities
• Training/job aids/super users
• Interim/Increased staffing
• Flexible work schedules
• Interim policies/procedures
• Interim performance standards
49

Reasons Change Initiatives Fail
• Lack of proper planning
• Ineffective program management and/or execution
• Lack of employee understanding and buy-in
50

Major Hurdles to Successful Change
• Change Fatigue – 65%
• Organization lacks skills to sustain the change – 48%
–Decisions at C-Suite and leadership level
–Lack of input from managers and front line
• Don’t understand change or why its happening – 44%
• Disagree – 38%
Source: Strategy& Global Culture and Change Management Survey 2013 by Strategy & Katzenbach Center
51

Change That Sticks
• Understand the distinction between change and
transition
• Utilize Bridge’s transition framework for
understanding how people respond to change
• Pay attention to the seven rules of transition
management

About Linkage
Linkage works with leaders and leadership teams worldwide to
build organizations that produce superior results. For over 25
years, we have delivered on this promise by strategically aligning
leadership, talent, and culture within organizations globally. We do
this by providing strategic consulting on leadership development
and talent management topics and through our learning institutes,
skill-building workshops, tailored assessment services, and
executive coaching.
scohen@linkageinc.com

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