The document outlines 10 principles for leading successful change management. The principles are: lead with culture, start at the top, involve every layer, make the rational and emotional case together, act your way into new thinking, engage at every level, lead outside the lines, leverage formal solutions, leverage informal solutions, and assess and adapt. The document provides brief explanations and examples for each principle.

1. 10 PRINCIPLES IN LEADING
CHANGE MANAGEMENT
Your Company Name

2. Principles In Leading Change Management – Template 1
2
Lead with Culture
Start at the Top
Involve every layer
Make the rational & emotional case togetherAct your own into new thinking
Engage, engage, engage
Lead outside the lines
Leverage formal solutions
Leverage informal solutions
Assess and adapt
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3. Principles In Leading Change Management – Template 2
3
Engage, engage, engage
Lead outside the lines
Leverage formal solutions
Assess and adapt
Leverage informal solutions
Lead with Culture
Start at the Top
Involve every layer
Act your own into
new thinking
Make the rational &
emotional case together
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4. 4
01
Lead With
The Culture
94% said that the organization’s culture was critical to the
success of change management
74% saw it as more critical than strategy or operating model.
Yet change leaders often fail to address culture—in terms of
either overcoming cultural resistance or making the most of
cultural support
Yet skilled change managers, conscious of organizational change
management best practices, always make the most of their
company’s existing culture
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5. 5
02
Although it’s important to engage employees at every level
early on, all successful change management initiatives start
at the top.
Work must be done in advance to ensure that everyone agrees
about the case for the change and the particulars for
implementing it
The exercise included a leadership team effectiveness survey,
which revealed that though these leaders called themselves a
team, they didn’t really see themselves that way.
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Start At The
Top

6. 6
03
Strategic planners often fail to take into account the extent to
which midlevel and frontline people can make or break a
change initiative
Frontline people tend to be rich repositories of knowledge about
where potential glitches may occur, what technical and
logistical issues need to be addressed, and how customers
may react to changes
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Involve Every
Layer

7. 7
04
Leaders will often make the case for major change on the
sole basis of strategic business objectives such as “we will
enter new markets” or “we will grow 20 percent a year for the
next three years.”
Human beings respond to calls to action that engage their
hearts as well as their minds, making them feel as if they’re
part of something consequential
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In any organization facing a challenging environment, the
emotional connection fostered by moves like these is likely to
make a major difference.
Make The Rational
And Emotional
Case Together

8. 8
05
Many change initiatives seem to assume that people will
begin to shift their behaviors once formal elements like
directives and incentives have been put in place
Managers will become clear communicators because they have
a mandate to deliver a message about the new strategy
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Start by defining a critical few behaviors that will be essential to
the success of the initiative. Then conduct everyday business
with those behaviors front and center
Act Your Way Into
New Thinking

9. 9
06
Leaders often make the mistake of imagining that if they
convey a strong message of change at the start of an
initiative, people will understand what to do
A global publisher undertook a major initiative to become more
digital, putting in place far-reaching structural changes
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Executives followed this with function-wide meetings where
people could learn, for example, about the prospective impact
on finance or human resources
Engage, Engage,
Engage

10. 10
07
Change has the best chance of cascading through an
organization when everyone with authority and influence is
involved
People influenced by them feel good about working for the
organization and have a desire to go above and beyond
They are repositories of the organization’s culture. They are the
ones approached by people who want to know what’s really
happening in the organization
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Lead Out Side
The Lines

11. 11
08
Persuading people to change their behavior won’t suffice for
transformation unless formal elements—such as structure,
reward systems, ways of operating, training, and
development—are redesigned to support them
A law firm tried to professionalize its clubby culture, which
clients perceived as inwardly focused
The team was delighted when a strong group of contributors
volunteered and put in the time required to design a robust
development program and start engaging associates.
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Leverage Formal
Solutions

12. 12
09
Even when the formal elements needed for change are
present, the established culture can undermine them if people
revert to long-held but unconscious ways of behaving
A top-tier technology company was trying to inculcate a more
customer-centric mind-set after a decade focused on
relentlessly cutting costs
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Leverage Informal
Solutions

13. 13
10
Leaders are so eager to claim victory that they don’t take the
time to find out what’s working and what’s not, and to adjust
their next steps accordingly.
This failure to follow through results in inconsistency and
deprives the organization of needed information about how to
support the process of change throughout its life cycle
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Assess And
Adapt

14. 14
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15. Our Mission
15
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16. 16
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Designation
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Our
Team

17. 17
Goal 01
Goal 02
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Our Goal

18. 18
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About Us

19. Financial
19
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Minimum
50% 90%
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Maximum

20. 20
-Nelson Mandela
A winner is a
dreamer
who never gives
up
Quotes

21. Comparison
21
Company A
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Company B
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Text Here
Text Here
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Text Here 80%
60%
90%
70%
60%
54%

22. Target
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Target 1
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Target 2
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Target 3

23. Timeline
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2014 2015 2016 2017 2018
23

24. Location
24
Russia
Brazil
United States of
America
Australia
20%
USA
40%
Brazil
60%
Australia
80%
Russia

25. Stacked Area-Clustered Column
25
0
1
2
3
4
5
6
7
8
9
10
FY01 FY02 FY03 FY04
Inpercentage
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Product 1
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Product 2
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Product 3
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26. Stacked Bar
26
0 10 20 30 40 50 60 70 80 90 100
FY 01
FY 02
FY 03
FY 04 70%
55%
40%
30%
Product 1 Product 2
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27. Area Chart
27
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
DecNovOctSepAugJulJunMayAprMarFebJan
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Product 1
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28. 28
Address:
# street number, city, state
Email Address:
emailaddress123@gmail.com
Contact Numbers:
0123456789
Thank You