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Road map For Change Script For Fa 2012


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A collection of Change Models that are practical, easy to implement, and cost effective

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Road map For Change Script For Fa 2012

  1. 1. A Roadmap for Change Leadership By Terry D. Everson Everson Consulting, LLC A Macro Change LookMy Change Champion‟s Roadmap is an eight-phase model designed to get you thinking abouthow you plan, design, and implement your people/processes/technology changes. As opposedto being a true Roadmap, it simply lays out a path to follow, allowing you as an organization towork within your culture and climate. It is meant to be “food for thought”. The Roadmap is amosaic of many Change theories and is meant to capture the best of the besttools/techniques/strategies to engage your people and enhance your organization‟s capacity forsuccess.Research confirms that most change initiatives fail due to the human element in any Changeprocess. With clear direction and strategic alignment, active engagement, and a passionatecommitment to Change communication strategies, there is a significant rise in changeimplementation successes.The concepts in this document can be used for large scale Change initiatives; although alongthe way we will introduce side trips for those department and team managers who arecommitted to maximizing their respective, smaller department/team-specific Change initiatives.A Change Champion need not just sit in the Corporate Officers suite. Pioneers exist acrossyour organization. They can serve as your Director of Change Leadership, as a processleader, a change project team member, an individual contributor, or as a change consultant.We will introduce the various formal roles that provide a solid change foundation, to include theChange Champions, the Change Coalition, the Change Advocates, and the ChangeContributors.The Roadmap is organized into the eight phases and details the Change Life Cycle.Phase I- Burn the boatWhen Viking warriors conquered a new land the first thing they did upon landing was burn theboat. Although it was meant as a symbolic gesture, it really epitomizes the mentality neededwhen addressing Change. There is no going back. We are here for the duration. When peoplebelieve that a Change is temporary, likely to fail, or not supported by the “troops”, those seedsof doubt can be planted across the Change team.William Bridges talks about ending the present, before moving on to the challenging, neutralstage. For people to process that ending they need to see why the driving crisis or competitiverealities are pushing the change. John Kotter talks about a “burning platform”, a sense ofurgency. At an executive level the entire team needs to strategically align with the Corporate 1
  2. 2. Vision/Mission/Values/Strategic Objectives, and completely understand and embrace why thechange is necessary.Another technique that graphically depicts the ending is a “funeral”. Just last week I attendedthe funeral of a dear friend. We were there to celebrate her life, her wonderful contributions asa woman, as a business professional, as a family member, and as a partner. There werelaughs, there were tears, and there were memories. But in the end, we knew it was time to startletting go. As hard as it was, the funeral gave us permission to move on to the next step in thegrieving process. Let’s have a funeral Next time you prepare to launch a change initiative, throw a “funeral”. Give people permission to grieve, to laugh, to express fear, and to better prepare for the coming change. It is more than a way to just “burn the boat”. It is a way for them to recognize selves as the Roadmap evolves.Another tool that might help in the initial phase of the Change Life Cycle is a concept calledTRIAGE. It stands for: T- Take the pulse- How have changes been introduced and accepted in the past. Do a SWOT Analysis, both on the processes and on the people. Break down the analysis by the eight Phases and determine if there has been a common roadblock, or common success experiences. This is where the Change Readiness Survey comes in. Collect empirical date about the Change Culture so you can evaluate the impact of your change efforts throughout the Change lifecycle. R- Realize Strengths- Be it people, processes, and/or technologies, determine where the Roadmap has worked in the past and pull from those strengths I- Investigate “Opportunities” – If there have been failures in past change efforts diagnose root cause through deductive reasoning or determine possible people/process causes through Inductive, creative problem solving. You need to be able to move across these two problem solving techniques to fully address the varying problems faced by an organization. A- Address in a prioritized manner- Using a Must/Wants approach, develop a systematic plan to address the needed changes and incorporate Project Management tools and techniques to manage the processes. G- Get at it- Avoid the “paralysis by analysis” syndrome. You may find it refreshing to use the Ready/Fire/Aim strategy to break away from the Analysis overload. E- Evaluate the effort- Use the Strategic Plan and Department Critical Success Factors (CSF‟s) and Key Performance Indicators (KPI‟s) with corresponding SMARRT Goals to 2
  3. 3. determine how things are going. You can carry this Strategic Planning model down to your Program and Projects‟ levels.We mentioned earlier that some people can be the biggest speed bump to change. We assumepeople are willing to leave their comfort zone for the good of the cause. People usually resistchange for a combination of three reasons: Habit, Fear, and Lack of Information. It is ourresponsibility to identify who is presenting what resistance and then to prescriptively addressthose issues from the Listeners Viewpoint (LVP). We will build that process into theCommunication Phase.Phase II- Form a Change Champion Team (CCT)If you are going to commit to an organization-wide Change Strategy, why would you evenconsider team members/sponsors/champions that do not have the inherent motivation to get onboard immediately?Instead, try this out: TheFour Phases of the The Leader’s Role at Each Change Champion Stage in Change Team (CCT) Development Champion Team (CCT) Cycle Development Phase 1, Establish the Bonding- Playing framework for the dating game success Phase2, Brazen- Conflict makes the team stronger. A Necessary They need to grow Evil,necessary through evil it.Stronger. They Phase 3, need to grow through it Building- Now the real fun Moving from begins, if you turn “They” to “We” just them loose. Phase 4, Get ready for the Beautiful- Start next evolution and 3 recruiting for the prepare your next phase successor 4,Beautiful- Start
  4. 4. See Phase Descriptors below:Especially in a Change culture, the early stages of team development, the Bonding stage,requires people who are strategically aligned and can see outside the organizational chart. It isa wise move to throw out the org chart all together at this early stage. Scour the ranks for themembers who will drive and support the change.To help in that forming process, be sure to have all the necessary documentation in place, toinclude the Vision/Mission/Values/Strategic Objectives/Annual Organizational Metrics. Alsoidentify those traits/characteristics/competencies that are critical to the change team. Developa Competency Dictionary and then build Competency based interview questions to screen in themost likely change champions.The role of the Change Champion leader manager will vary greatly depending on where theteam lies in the CCT Developmental Cycle. During the Bonding stage, instead of just being acheerleader, you need to ensure that the all the necessary management tools are in place, toinclude comprehensive planning models, clear reporting structure, a Change Champion team“playbook”, and strategically/operationally aligned Goals.Here is a little, SMARRT twist on the goal setting process:SpecificMeasurableAchievableRelevantReachTime focusedProgram and Project managers also understand why it is so important to build in PeopleChange Management tools like Change Management Plans, Assessment Strategies (to includeStakeholder Assessments, Change Readiness Surveys, and Job Impact Analyses), ChangeManagement Communication Plans, and Change Management Staff Developmentmethodologies, (to include Training, Coaching, and Mentoring).The Bonding stage is not unlike the dating process. For the first several “dates”, especiallywith new team members, we are always on our best behavior. It doesn‟t take long though, forour true selves to appear. That is exactly the evolution that teams go through as they movefrom the Bonding stage to the Brazen stage. In the upcoming, second phase of Change Champion Team development, the evolving teamcan actually disintegrate without a strong leadership presence. 4
  5. 5. During the Brazen Stage the team enters a time of growing conflict, uncertainty, and angst.The members become more open with their conflict, their opinions and their selfishness. Thiscan be a “make or break” period of team development. During this time the Change Championneeds to be on top of all behavior, even while the members believe that are more advanced asa team that they actually are.Now is not the time for the organization to use the “sink or swim” mentality when deciding howto deal with the CCT. The leader/manager must take an active role in monitoring individual andteam performance, their interactive dynamics, and be ready to address the debilitating,dysfunctional team behavior. Even with the best of the Pioneers, there will still be conflict andneeds to be actively managed in a positive and productive manner.Before we venture into the Building stage, a brief, yet critical note about departing stage 2. Ifteams are left to their own survival, without the necessary management/leadership support, theymay actually be able to evolve to the Building stage, but beware; they will invariable recycleback into the Brazen stage because they don‟t have the necessary boundaries and conflictresolution skills needed to make a permanent move to stage 3.If you have not provided a solidbase in the Bonding stage the personal conflicts that surface in the Brazen stage are nothingmore than a reflection of a team without boundaries.Again, if a CCT has the proper foundation, the natural next step in the Cycle is Phase 3, theBuilding stage. Members better understand their respective individual, and team roles, howthose roles interact and are dependent upon each other. In the end the individual membersachieve their own team “ah ha‟s”. It is here that they accept their responsibility to “cover eachother‟s back”. It does not mean that they willingly accept sub-standard performance. Quite thecontrary, it is in this phase that the team begins taking over some of the Planning, Organizingand Controlling (POC) change activities related to team behavior. That evolution may be subtle, but when championed by the leader/manager, and whenmodeled by the senior team members, new teammates can quickly adjust and accept their rolein the big picture.It is during this stage that some leader/managers just can‟t deal with their own success. Insteadof acting as a shepherd, watching their flock and enjoying the team performance, which oftenexceeds originally targeted goals, the leader/manager may want to continue to exert theirmanagerial control. Not a wise move. Instead, turn them loose, while exercising the time-proven MBWA (Management by Walking Around) leadership role.The final phase in the CCT is an interesting phenomenon. In Team Development sessions theparticipants‟ identity the best team they have ever been a part of. Their descriptions are aworking definition of the Beautiful Phase of the CCT. They share words like driven, focused,successful, seasoned, confident, competitive, collaborative, and winners. Think of the bestteam you have ever been a part of. I am sure you will come up with even more adjectives.To accomplish this rare feat, to take a team from the Bonding Phase to the Beautiful Phase,requires a real combination of leader/manager talents. Perhaps the most important is the ability 5
  6. 6. to be flexible in your Leadership Style. Please reference the Need Based Leadership modelinclude at . In essence, the leader/manager is using the samefour leadership styles, focused on the CCT. I will not go into great detail aboutthe Beautifulstage, other than to say it may be very short-lived.The sad truth is: When you have a new teammate join the group you all revert back to squareone, right back to the Bonding Phase. The team chemistry will continue to permeate theorganizational climate, but the players have changed. The Change Champion leaders/managermust be able to adapt to that change.Phase III- Create a VisionThey say a picture is worth a thousand words and never has that been truer than in a Changeculture. Most people need to see, touch, and feel the future, to fully grasp what is going on,before they begin to jump on board. You can spend all the time you want focusing on theprocesses and procedure surrounding the change but unless the people are actively engaged,good luck.For these reasons the Change Champion culture needs to start presenting a structured gameplan to the CCT. There is one guideline that needs to be incorporated into the Vision: KEEP ITSIMPLE, STUPID!!! Never has the acronym, K.I.S.S been more appropriate.If you have your Strategic Plan in place, as mentioned in Phases I and II, you likely alreadyhave a business Vision Statement. This Vision, along with your Mission/Statement/Values‟Statement/Strategic Objectives serve as the perfect frame for your Road Map. First, paint thepicture for the CCT. They will serve as your barometer for future “selling“ opportunities. Whilethey may not be the toughest sell, they will usually be more than happy to share their concerns,if any are present. There needs to be a clear line of sight between your CCT and ChangeVision; the stronger the connection the stronger the commitment. You are providing the“Guiding North Star” for all to follow and support.Next, and this step is often overlooked, you need to put together a strategy plan that will helpclarify the roles/responsibilities/deliverables/timeframes, and dependencies. In a nutshell, usea Project Management planning strategy, incorporating those tools that make the ProjectManagement process the perfect model for the CCT, from a Project Charter to a Key PhaseDiagram, from a Critical Path snapshot to Activity List detailing responsibilities, action items,deliverable dates, and key phase dependencies. To secure everyone‟s commitment you needto fill in the blanks the best you can.It really is an exercise in “paint by numbers”. When all the pieces are identified, when all theplayers are on board, when everyone looks at the Vision (the picture on the paint by numbersbox), and the CCT is all on board, it is time to start the real work of Change. It is time to moveon to Phase IV, the Communication Phase. 6
  7. 7. Phase IV- The Communication Phase In John Kotter‟s Change model he recommends that early on in the CCT development, the team needs to evaluate the amount of communication that will be needed to move the Change culture along. He then recommends that you multiply that effort by a factor of 10; not double or triple, but ten times the original estimate. This is easier said than done in most organizations. Especially in a time of Change there is a tendency for the Leadership to squirrel away in the corporate suite, hoping no one asks the tough questions, like, “what are we doing”, “why are we doing this”, and “how will it affect me and my team”. And now Kotter is telling everyone to up the ante by a factor of 10? Who are the players in this initial round of communication planning? The chart below details the five categories of players and how they may contribute to the communication process: Management StaffPioneers Champions Coalition WMSettlers Advocates Contributors In every organization you have Management members who are natural-born Pioneers, your Champions. But embedded in the team are also Management members who are much more 7
  8. 8. like Settlers. These will hopefully be your Coalition. The same holds for you individualcontributors. You have staff members who are Pioneers, your Advocates, and others who areSettlers, your Contributors. You need a Wagon Master to serve as the contact point for thesefour disparate, yet interconnected roles. We will build this out shortly.As we mentioned in Phase I, people are often the biggest road blocks to the Change Championculture. It is not that they are purposely opposed to the change, but if they are not included inthe process, and actively contributing to the planning activity, why should we be surprised whenwe experience resistance, especially from those who are naturally more comfortable in a stablebusiness environment. One of the hardest things for these people to accept is that “Change” isnow the “constant”.Gone are the same ol‟, same ol‟ days when you came into work, performed basically the samejob for 44 years, like my ex-father-in-law did, and then retired to the cabin until called to the bigAmerican Legion hall in the sky.So how do we create an environment of “over-communication” because you can’t over-communicate during a time of change? If change is a constant, it looks like communicationis going to play an even more critical role in making Championing Change a workable strategy.In the model above, “selling” to the Pioneers, the Champion Management team, and theCoalition, the excited staff who are probably NT‟s in the Myers Briggs Type Indicator, is a fairlyeasy process, but still super important because these two groups will provide the initialmomentum for things to come. They make up the foundation for your evolving ChangeChampion team. The tougher “sells” are the Settlers in the crowd. In the Myers Briggs worldthese people are often your SJ‟s. They inherently prefer stability and consistency in theiroperating procedures, and if given the chance, would just as soon continue to contribute to“building the fort”.It is amazing to watch these two groups interact on a daily basis. Pioneers truly frighten theSettlers, and Settlers truly bore the Pioneers. Your Change Championing effort to increasesthe communication to and between these two groups. If only Pioneers are included, chaos willultimately reign, as nothing will get done, while they jump from one revision to the next. If onlySettlers are included everything will be planned, organized, controlled, policied/procedured, butnothing will change.Someone needs to serve as the connecting point to merge the two energies, the lightening rodthat can harness the energy of these two opposing forces. Enter the Wagon Master (WM).This person need not be a formal leader/manager but their communication skills put them at thecritical communication crossroad for the teams. This person serves as an organizationalbarometer. They are energized by the Pioneers and identify with the fears and habits of theSettlers. They can move comfortably between Management and Staff. The Wagon Masterdevelops a comprehensive Change Champion Communication Matrix that details who needs tobe communicated to, what communication techniques will be most effective, and the frequencyof each planned and informal communication effort. 8
  9. 9. The following Change Champion Communication Matrix is an example of an abbreviated, simplistic template that you can adapt to your own target audience and available communication strategies. 1. Identify Your Communicating “Publics:” Superior(s) Team Members Functional peers Staff Customers Suppliers Other Change Champion Team (CCT) Members 2. Design Your Communicating “System” . . . Assemble a “Communications Matrix:” Who Status Reports Meetings Presentations Informal Dialogue Trend and Accomplishments Weekly, Monthly Key MilestoneSuperior(s) Exception and Quarterly Dates Reports Anticipated Problems Weekly and Semi- Kick-offTeam Members Weekly Very Frequently monthly Key Milestones Weekly,Functional Start-up Biweekly and As Needed At Least BiweeklyPeers Problems Monthly Start-up Key Milestones Monthly or as Follow-up to FormalStaff Key Dates Agreed Status Reports Problems Specification Changes Start-upCustomers As Required As Required As Required Milestones 9
  10. 10. Again, as a guideline, develop this as a starting point. Then do the math, X10. Thank you,John Kotter. And note that we have not included any of the modern electronic communicationtools like email, Twitter, Facebook, etc. You get to develop this added impact based on thetechnology now available within your organization.Despite all the positives related to change, there are more than a few issues that Managementhas to deal with. Managers/executives rarely admit that change is disruptive and threatening Managing loss/grieving effectively means owning responsibility for the damage done to people in the process Managers: - Press people forward aggressively toward ambitious goals - Are often compelled to keep the momentum going at any cost - Often sweep distress under the rugPhase V- Power to the PeopleChange is a very personal experience for everyone involved in the Change Champion process.In the previous phase we discussed the importance of getting the right people on the “ChangeBus” and seated in the right seats on that bus. No matter how great that change is, in theory,unless the people buy-in the likelihood of success is greatly diminished.You also have to be committed to seeking out and attacking processes that impede the ChangeChampion culture. Philip Crosby once commented that “if you take really dedicated employeesand put them into a flawed process, the process wins every time”.The people that can best attack those dysfunctional processes are the very people who workwithin them on a daily basis. They know what works and what doesn‟t, and given theopportunity to be a part of the change, they can actually be the cavalry to attack the flawedprocess. Pioneers will most likely be the first on board, followed by those Settlers who havebeen “sold” on the new wave.It would be great if our jobs were isolated, unrelated activities that we controlled, even in a timeof change, with little influence from the outside. In reality, our job duties are often a small part ofa much larger “process” of interconnected functions, often covering several departments. Aprocess is defined as “a series of actions, changes, or functions bringing about a result”. Takenfurther, a process is “a series of operations performed in the making or treatment of a product”.As a point of reference, in the early „80‟s American business was swept into the ProcessImprovement/ Statistical Process Improvement (SPC) phenomenon. This Roadmap includes 10
  11. 11. many of those very successful tools and techniques, but not under a single ProcessImprovement banner. As a Change Champion it is important for each organization to evaluateall the available tools in the Process Improvement toolbox.Some of the tools for this process aredetailed below: 11
  12. 12. These tools are only as powerful as the commitment of the people using them. Hopefully weare making a clear case for getting the people on board and active in the process.One caveat to the “Power to the People” centers on those powerful and influential managersand staff who actively or passively resist the Change Champion culture. The old adage, “Tigersdon‟t change their stripes” applies here. If you have people across the organization whohistorically have thrown speed bumps up in front of the bus, why are you surprised when theydo the same thing over and over again? Here is where you may need to make the tough call. Asimple Choices/Consequences scenario is the best approach.“We need you on the bus and in your seat” confirms your commitment to the individual. If theymake the choice that things don‟t align for them, wish them the best and send them on theirway.Tough love? “You bet!” Necessary? Even a bigger “You Bet!!”Phase VI- Planning for and Achieving Short-term GoalsIf your Change Champion culture conversion is projected to last 3-5 years, don‟t wait until theend to announce “Mission Accomplished”. We are creatures of reinforcement and positivereinforcement has the longest lasting result. When you are early into the Change Championprocess, be sure that you have projected and announced the criteria that will be used todetermine the impact of each key phase in the Life Cycle of Change. Give people ongoingfeedback as to early progress, much like the large graphs used to celebrate the annual UnitedWay goals. Build in early wins so people can see positive progress. Bring in the SMARRTGoal Setting process mentioned in Phase II, but watch out. Don‟t announce “MissionAccomplished “before your metrics confirm success. We all now know what a fiasco that cancause.During this time it is important to design and communicate the visible performance metrics andensure that you are recognizing and rewarding employees contributing to the performancegoals.Again, Project Management and Championing Change go hand in hand. Get everyone up tospeed on the principles of Project Management and use the tools throughout the Lifecycle ofChange. You can‟t leave short term goals to chance. Their success will lay the foundation forall future change efforts. You have to earn you Change Champion credibility.One final thought on short term goal achievement. Don‟t overlook the chance to celebratesuccess. Make it small, make it personal, but make it focused on the attained goal. You can‟trisk losing key players simply because you forgot to tell them that things are moving ahead asplanned, with a positive impact on the organization. In a time of change the ones most likely to 12
  13. 13. leave in a poorly design change initiative are your most important and talented people. If theywalk out the door, guess who is left to lead the Change effort? If that happens, good luck!!Phase VII- Consolidate Improvements and Lay the Foundation for Future ChangesEvery organization, every team, every individual, and every process goes through a naturallifecycle of change. Change Champions understand this lifecycle; they relate to how variouspeople interact and react.Without going into an extensive primer on the Myers Briggs Type Indicator, the followingChange Champion Life Cycle will help explain who does what when, and why:You will notice that the kickoff is headed up by the Change Champion, whoever that may be.Early in the evolution, momentum is slow to take off, awaiting the Change Champion Team,(CCT), made up primarily of Pioneers, the MBTI‟s NT‟s. As time progresses and small winsappear, the Settlers, the SJ‟s, begin to jump on board. As success continues to grow therebecomes a point where the Pioneers are ready to launch the next wave of change, even whilethe original change is proving its worth. While the Settlers ride the first wave the Pioneers arealready stoking up the next wave. The circles indicate a time of maximum strife. If there is evertime to maximize the Communication Matrix, those are the times. The Wagon Master needs tobe reassuring the Settlers that their present process will be valuable for a period of time, whilethe Pioneers are encouraged to continue their entrepreneurial spirit. 13
  14. 14. Phase VIII- Making Change the Way We Do ThingsWhat originally starts out as a grassroots movement, led by a select group of Change ChampionTeam members, now grows to a point where everyone across the organization not onlyunderstands their processes, but accepts the respective roles in the Change Championmovement. It appears to be a natural progression, from Phase 1-8, but if any of the phases areoverlooked, or worse yet, jettisoned because it will take extra effort, the entire house of cardscan crumble.Communication continues to be the key. Tie new behavior to the new successes. CreateLeadership Development and Succession Plans in line with the new direction. Continue tobring in new initiatives and the people who can champion them.Old corporate cultures die hard, and there will remain hidden pockets that will try to resurrect the“old” culture. As mentioned earlier, here is where a strong “Choices/Consequences” positionwill prove invaluable.Watch out for a common problem. Some organizations, after initial successes, believe that theChange Champion mentality will permeated all aspects of the business. Be attentive to thesignals. Listen, get out of the office and “stroll the grounds”. It is not enough to post bannersand fliers touting the Change Champion culture. You need to live it through your people, yourprocesses, and your technologies.A Micro Change Look In our Macro look at Change we detailed a comprehensive Change Champion strategy. Thisapproach applies when a major culture change is needed.On a much smaller scale, Managers daily face the challenge of getting their respective teams tobuy into a new process, a new technology, or a new procedure. While smaller in scope, theresistance can be comparable to that in major change efforts.Micro Change follows a similar pattern but on a much more limited scale. The timeframe isusually much shorter, the impact focuses primarily on department operations, and the peopleinvolved usually have direct reporting channels to the leader/manager in charge.Kurt Lewin‟s Unfreezing/Neutral/ Refreezing principles and Kubler-Ross‟ Grieving Cycleappear to serve as the foundation for Bridges more modern Endings/Neutral/Beginningsmodel. This abbreviated format makes for easy understanding and application. Let‟s add aunique twist related to the Leader/Manger‟s role as a Change communicator.In essence, the Leader/Manager needs to be willing to step up and serve not just as the bossbut as a “salesperson”. The boss is the person who will “sway” the team/department to the 14
  15. 15. change, based on the benefits of the “new wave”, the step by step communication that theyprovide, and the training they implement to make the transition as smooth as possible.Here is a streamline, three step Change Process for your consideration: Leading Change The Future The Transition The FuneralThe lower left hand corner of the graph is not a cruel hoax. As mentioned in the Macro PhaseI, it is time to let go of the old culture. So too, people, teams, and departments need to havepermission to bring an end to the old processes/procedures/technology before they willinglymove on to the Transition Phase. The impact often has close personal ties to the affectedparties. The Ending marks an end to the old and a first step toward The Future.People, like organizations, need to know that “we are not turning back”. Like children who hopedivorced parents will somehow get back together, employees who live in the comfort zone of“tradition” believe in their heart of hearts that the change will fall apart and everything willsmoothly go back to “normal”. Little do they realize that change is the new”normal”.The Ending can also be marked by subtle and not so subtle sabotage by those not supportiveof the Change. Much like families going through this initial grieving process, dysfunction andconfusion is common. Think of your own experiences during a time of loss and remember thechallenges you faced. The Funeral is just another step in the process, one that needs to occurso people can move on. 15
  16. 16. The second phase in this Micro Change initiative is much less defined than The Ending, theFuneral. It is a natural next phase in the recovery Micro Change process. This could almost becalled the “limbo” stage”. It is a time of confusion, uncertainty, and Transition. It is atimewhen Change Leaders must ramp up their departmental and organizational communicationstrategies. Here‟s where that “X-Ten” communication plan is absolutely critical, for withoutongoing direction, insight, and support for the department/team/individual, many of the “Settlers”will slip back into The Ending, hoping all this trouble will just disappear.During this timeframe the Change Champion needs to assume the role of “salesperson”. Theyneed to get out of the office, walk the halls, gaining a pulse for the environment, and addressingnegative feedback in a positive and proactive manner. If left to fester, this phase can degradeinto passive/aggressive discord that can put the entire change effort at risk. “Management byWalking Around”, (MBWA) is the rule of the day, again.It is a very personal time when the Change Champion consciously looks for resistance andtreats that resistance not as a negative but instead as a positive, a time to address theHabit/Fear/Lack of Information obstacles.If “we have always done it this way” is the response, most likely you are facing Habit. To movepeople with the Habit resistance, stress the personal benefits they can garner from the change.The more personal the benefits, the more closely aligned will be the tie to the change. Be sureto include the team/department/organizational benefits but realize the more distant the benefit,the less likely the acceptance.The “Fear” factor is a completely different animal. When people are afraid of a change you canpromise them the world and it will not be enough to overcome the paralysis from the fear.Many leader/managers believe that promising a smoother operation or an “opportunity” forgrowth will turn the tide. Not so.Quite simply, when faced with the “Fear Factor”, the only way to overcome that fear is toeducate the people to the process that is going to be used and to take them step by stepthrough that process, realizing that as you move along there will be resistance and concern.Similar to the Marco process of Change, it is critical to over-communicate during the time ofchange, laying out clear and definable steps, the interdependence of each of the phases, andthe importance of cooperation from all involved.Leader/managers must also make a concerted effort to be visible and present during this time ofChange. As Change Champions they are seen as the role models in the Change process.Unlike the evolution from Endings to Transition, the movement from Transitions to the Futuremay not be a finite, visible event, but becomes more a time of momentum and small success,leading to a feeling of energy and positive support from the ranks. It may be nothing more thana series of accepting comments, an energy of support and trust, a belief and trust in what ishappening. Again, if the Neutral Phase is less defined, resisters may have a tendency to wantto return to the previous way of doing things. 16
  17. 17. That‟s why it is so important for the leader/manager to signal that it is time to move on soeveryone understands that there is no going back.The Future is not just a catchy phrase or a series of posters hung on the wall defining the newway. It becomes a way of life, a corporate value that is ingrained in all staff and leadership, amantra of business practice. It is the partnership between your Pioneers and Settlers, amerging of energies between your Champions and Coalition, across your Advocates andContributors, with everyone pulling in the same strategic direction, with the Customer central tothe theme.One final thought:It is my hope that this summary piques your interest in the Change process and pushes you tofurther investigate the many Change Leadership Models that are now available. Change isgoing to happen; it is the nature of the beast. It is our challenge to embrace it, nurture it, andlead its growth.All the best in your efforts. 17