Adoption framework + change leadership

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CHANGE LEADERSHIP FRAMEWORK
2016

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“A true leader has the confidence to stand alone,
the courage to make tough decisions,
and the compassion to listen to the needs of others.
He does not set out to be a leader,
but becomes one by the equality of his actions
and the integrity of his intent.”
Douglas MacArthur
2

CHANGE IS HARD
Barriers to Effective Change
• Unclear Vision
• Ineffective Sponsorship
• Under Communicating
• Not Identifying Barriers
• Ignoring Resistance
• Not involving stakeholders in
shaping the plan
0
10%
20%
30%
40%
50%
60%
62%
17%
WITH CHANGE
MANAGEMENT
WITHOUT
CHANGE
MANAGEMENT
~3.5X
HIGHER
SUCCESS
RATE
Source: The Value of Change Management, Jan Neumann, 2009.
3

THE SOFT STUFF MATTERS
Changing mindsets and attitudes
Corporate culture
Complexity is underestimated
Shortage of resources
Lack of commitment of upper management
Lack of change know how
Lack of transparency, missing or wrong
info
Lack of motivation of involved employees
Change of process
Change of IT systems
Technology barriers
58%
49%
35%
33%
32%
20%
18%
16%
15%
12%
8%
MAJOR CHANGE CHALLENGES
The most significant challenges when implementing change
projects are people-oriented – topping the list are changing
mindsets and corporate culture.
WHAT MAKES CHANGE SUCCESSFUL?
Leadership, employee engagement and honest
communication are prerequisites for successful change.
Top management sponsorship
Employee involvement
Honest and timely communication
Corporate culture that motivates
and promotes change
Change agents (pioneers of change)
Change supported by culture
Efficient training programs
Adjustment of performance measures
Efficient organization structure
Monetary and non-monetary incentives
92%
72%
70%
65%
55%
48%
38%
36%
33%
19%
4
Soft Factors Hard Factors
Source: The Value of Change Management,
Jan Neumann, 2009.

CHANGE MANAGEMENT & CHANGE LEADERSHIP OBJECTIVES
Helps ensure that our internal and external stakeholders are ready and willing to operate in
a new business environment.
The primary goal of change management/leadership is to get the impacted audiences from
the current business state to the desired future state as effectively and efficiently as
possible by addressing the following questions:
What is changing?
The answers to these questions will help us determine the type of activities that are needed
to successfully drive the change.
Change Management: Change management refers to a set of basic tools or structures intended to keep any change effort under
control. Typically, used to help shift people to new tools, new processes.
Change Leadership: It’s more about masses of people who want to make something happen. It’s more about big visions. It’s more
about empowering lots and lots of people. (Forbes 2011, Change Management vs. Change Leadership -- What's the Difference?)
Who has to change?
What will it take to
get them to
change?

POSITIONING CHANGE MANAGEMENT AND CHANGE LEADERSHIP
LEADERSHIP/SPONSORSHIP
Projects
meet
strategic
objectives
Return on
investment
CHANGE MANAGEMENT /LEADERSHIP (STRATEGIC)
PROJECT MANAGEMENT (TACTICAL)
Central
management
Prioritization/ issue
mitigation &
resolution
Governance and
execution to meet
customer needs
Sponsorship Alignment &
Governance
Stakeholder Engagement
Functional/Operational
Focus
Team and Organization
Culture & Climate
Leadership
Communications
6

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“All of the great leaders have had one characteristic in
common: it was the willingness to confront unequivocally
the major anxiety of their people in their time. This, and not
much else, is the essence of leadership.”
John Kenneth Galbraith
7

URGENCY:
LEADERSHIP:
VISION
COMMUNICATE:
ORGANIZE
QUICK WINS:
CULTURE:
ENGAGE
WHAT GREAT LEADERS DO
show compelling case for the change
increase trust and team work
achieve the intended results
address resistance; engage people
align behaviors, actions, and outcomes
show new direction, practice behaviors
visibly show new behaviors
align people, process and rewards
8

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9
CHARACTERISTICS OF EFFECTIVE CHANGE LEADERS
CULTIVATE THESE ATTRIBUTES TO INCREASE CAPACITY FOR CHANGE
Anxieties are emotions and beliefs that prevent us from coping effectively with our
current circumstances, which can be a source of fear, uncertainty and doubt;
anxieties wield enormous influence on people’s behavior and willingness to adopt
change
LOW LEVEL OF ANXIETY
OPTIMISM AND POSITIVE
OUTLOOK
ACTION ORIENTATION
CONFIDENCE
OPENNESS
To learn well and perform at a high level, people must be in a good mood; change
leaders whose emotional wiring is connected to ‘optimism’ are more likely to be able
to take the daily action required to maintain a high level of enthusiasm among their
team
Adapting to and leading change requires action; being receptive to learning is not
sufficient; effective change leaders have high energy levels and lead activities that
stimulate action from others
Learning, innovating and changing requires exploration of the unknown; effective
change leaders must hold the belief that despite unknown risks the unknown
outcomes will be positive – they must be confident in their ability to succeed
To explore new ideas and learn how to apply them, effective change leaders must be
open and receptive to them; they should also have diverse experiences and
multidimensional skills, including risk tolerance

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10
ACTIVATE A CHANGE NETWORK
LEVERAGE INTERNAL NETWORKS TO FOSTER ENGAGEMENT
Change agents do not
have to have official
authority, but they must
have a clear vision and be
able to communicate it
clearly with others
CLEAR VISION
Not everyone moves at
the same pace;
persistence comes with
helping people get a step
closer to change, not just
giving up on them after
the first try
Be an active learner and
stay curious; if you want to
create change, you have to
not only be able to articulate
what that looks like, but
show it to others
Change agents must foster
solid relationships with the
people that they serve;
people will not want to grow
if they do not trust the
person that is pushing the
change, so be approachable
and reliable
Keep asking questions to help
people think; do not shy away
from difficult issues, help to
uncover them
PATIENT YET
PERSISTENT
ASK TOUGH
QUESTIONS
BUILD TRUST +
RELATIONSHIPS
LEADS BY EXAMPLE
Source: adapted from connectedprincipals.com and the Edelman Trust Barometer

Advance
Individuals and groups
who can advance major
decisions, actions and
outcomes
Reverse
who can block or reverse
major decisions, actions
and outcomes – overtly or
covertly
Impacted
who are significantly
impacted by major
outcomes
Expertise
with special information or
expertise relevant to major
outcomes
STAKEHOLDER INFLUENCE AND IMPACT
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CHANGE TEAM ROLES
KEY PEOPLE AND RESPONSIBILITIES FOR THOSE LEADING CHANGE
Sponsors
Champions of change who charter and authorize the effort, ensure
resources to enable the change and provide public communications
and support of the change
• May be one or multiple sponsors; in primary or supporting roles
• Often includes senior officers, leaders, directors, managers or supervisors
Stakeholders
People and groups who are impacted by the change and have a
‘stake’ in outcomes
• May include key leaders, managers or supervisors, project team, system or
process owners, employees, and other people whose participation is
important for successful change
Change Lead
Person responsible for creating conditions and environment for
change adoption
• Drives change strategy, scope and business case, planning, readiness,
communications, engagement, change management, data migration, system
retirement, training, deployment and support
• May be called an Organizational Change Manager or OCM
Change
Network
Cross-functional or representative group acting as a network of
change ambassadors for two-way communication, engagement and
support with stakeholders

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CHANGE COACH + TEACHER
Role model and guide through change,
coaching people, helping manage
resistance, increase learning, ability and
preparedness
CHANGE AGENT
People who drive adoption, engage and
communicate, create clarity, build
alignment, listen, apply empathy, provide
support
13
CHANGE TEAM CONTRIBUTIONS
WAYS AND STYLES OF CONTRIBUTING TO THE CHANGE EFFORT
REPRESENTATIVE +
VOICE OF CUSTOMER
Person who naturally sees things through
eye of the stakeholder or customer,
conduit for feelings, concerns, obstacles
and benefits
CULTURE + LEGACY PRESERVER
Views world through lens of legacy of the
organization, roots in core values and
promise, historical preserver of what
matters most
DISRUPTOR, TRUTH, REALITY
Raises questions and issues, looks at
change uniquely, devil’s advocate,
naturally curious, truth-teller or reality-
checker
DIPLOMAT + MEDIATOR
Natural inclination to find points of
agreement among disparate views, sees
variety of angles, can integrate and
connect people
SME, KNOWLEDGE, EXPERT
Provides highly desirable and practical
technical expertise or knowledge critical
to successful change implementation
STORYTELLER
Shares vision, can paint a picture of the
change, show context or meaning,
inspires people with culture, values,
challenge stories
PROCESS BRAIN OR DRIVER
May be a systems-thinker, have a
process perspective or natural ability to
organize, group, plan, sequence,
interconnect or ‘drive’

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14
CHANGE PERSONAS
FREQUENT RESPONSES TO CHANGE
CRITIC
Response to change effort is to criticize everything,
undermine advances, minimize successes, inflate
obstacles. Exhibits basic disbelief, mistrust or opposition
to the change. Frequently the most vocal detractor to the
change, yet can provide insight into wider stakeholder
challenges.
VICTIM OR SURVIVOR
Victims experience major fear, anxiety, inaction or
immobility, seeing the worst outcomes with a strong
negative reaction, based in truth or perception. Survivors
may have been through so much change they are
fatigued, either exhausted, jaded or numb, or may have
become smarter about how to deal with change
effectively.
BYSTANDER
Tends to ignore, deny or delay realization of change effort
and potential benefits, displaying apathy and lack of
interest or engagement. May be skeptical or ‘late
adopter,’ only indirectly impacted or fluctuate between
support and critique and therefore chooses to not get
involved. May engage once others adopt or if successful.
NAVIGATOR + ADVOCATE
Realizes change must be dealt with and sees value in the
vision for the organization, willing to learn about the
change, consider benefits and impacts, and translate the
organizational goals into personal behavior. Resilient,
adaptable, speaks up and provides input and ideas to
support change. Willing to share and assist others with
the change.

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“To make a difference is not a matter of accident,
a matter of casual occurrence of the tides.
People choose to make a difference.”
Maya Angelou
15

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PRINCIPLES + PRACTICES
This core set of guiding insights and ways of working expand our ability to
provide effective adoption support with people and organizations who need to
navigate change successfully to achieve desired goals to make a positive
impact.
CORE WAYS OF WORKING THAT SUPPORT TRANSFORMATION + ADOPTION
Visualize
Complexity
Escalate Risk
Early and Often
Apply
Empathy
Maintain
Neutrality
Be
Practical
Reduce
Reactivity
PRACTICES FOR CHANGE ADOPTIONGUIDING PRINCIPLES FOR TRANSFORMATION
Understand
Stakeholder Needs
Share Vision,
Create Urgency +
Tell a Story
Create Clarity,
Engage Early +
Build Alignment
Ongoing Two-Way
Feedback Loops
Opportunities for
Learning + Growth
Celebrate Shifts +
Build Momentum
Off Early Success

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APPLY EMPATHY
To be effective at supporting people and organizations through change, change
leaders must come from a fundamental perspective of compassion, not
judgment, speaking up and acting on behalf of stakeholders involved in the
change.
• Change is not linear – people move through change at their own unique pace
• Meet people where they are with what they need most (information, process,
technology)
• Build connections and trust by being authentic and truthful and supporting people
• Share your own experience and be empathetic to other perspectives
• Realize normal reactions and responses to change:
PUT PEOPLE AT THE CENTER OF FOCUS
- Open
- Anticipation
- Hopeful
- Belief
- Excited
- Aligned
- Passionate
- Fear
- Frustration
- Anxiety
- Confusion
- Opposed
- Anger
- Distrust

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18
LEADING CHANGE THROUGH UNCERTAINTY
CHANGE LEADERS HELP STAKEHOLDERS NAVIGATE CHANGE
Work with teams and stakeholders to develop a deep sense of purpose to
guide collective intent through change
DEEPENING COMMITMENT
ALIGNING STRATEGY
FOCUSING ACTION
GROWING CAPABILITY
CLARIFYING PROGRESS
Create a compelling vision and high-level plan, clear enough to elicit interest
and encourage participation from others
Focus on connecting key people and priorities, communicating constantly,
encouraging dialog and inspiring others
Help people in key positions understand their role and support them to step-up
through skill-building, mentoring and coaching
Measure results simply and elegantly, celebrate successes, and solve
difficulties with new processes that support the future state

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CHANGE CURVE
UNDERSTAND WHERE STAKEHOLDERS ARE ON THE CHANGE CURVE
AWARENESS
• Get attention
• Share the need
• Provide facts and details
• “Why change?, Why now?”
“It’s not important to me right now”
ALIGNMENT
• Create open dialogue
• Address stakeholder needs and
concerns
• Listen
“Yes, but I want it to be my way”
ENGAGEMENT
• Share vision
• Build on trust
• Provide Solutions
• Initiate momentum
• Make it stick
“I found a new way to use this”
COMPETENCY
• Share vision
• Community-driven support
• Foster a sense of urgency
• Enable positive action
“Interesting…I didn’t know that
was possible”
Denial
Negotiation
Acceptance
Excitement
New Forms
Source: Adapted from the Kübler-Ross profound change curve (1969/2012)

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THE POWER OF STORYTELLING
Focus stakeholders on what matters by sharing an engaging story
to launch dialog and conversation:
• Inspire the organization with the change vision
• Share the future state picture of success and benefits
• Demonstrate leadership and create a sense of urgency
• Define, demonstrate and reinforce culture and values
• Connect on a human level and build a sense of community
• Tell one story at a time to avoid stakeholder overload
Embrace creativity and ensure stories respond to stakeholder
concerns and key benefits of the change:
• Do not tell a (boring) beginning-to-end narrative – create a story arc with a foundation, challenges
faced and climax of positive solutions to move forward collectively
• Show the problem, struggles, implications, risks and obstacles to build trust
• Remember fear is when you don't know what is going to happen, so tell the truth
TELL A STORY THAT MOVES PEOPLE TO GRAB + HOLD ATTENTION

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“Anyone can hold the helm when the sea is calm.”
Publilius Syrus
21

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