1. Guy Van Drunen Jr guyvandrunenjr@gmail.com
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Change Management
Change within an organization is difficult and not for the faint at heart. It can result in frustration, de-
motivation and downright mutiny. People by nature are resistance to change even if it is good for them.
Those who do not like change and/or the person making the changes can be covertly sabotaged by
employees, supervisors and managers.
When a new leader/manager emerges it can be tempting to make changes quickly and forcefully to “get
things right”. They are experienced and want to execute on that experience. That is why they have
been hired. The pressure to “get things right” are high and fear runs rapid to get the organization up to
par. The upper echelons of executive management want results. This action has the potential to add
fuel to the fire. When an organization is unhealthy and there are a myriad of issues to contend with,
change in of itself brings on additional stress and frustration to an already stressed workforce.
The first steps to implementing change are to listen, probe, and learn. Listening to the employees and
the various levels of the leader’s subordinate management team gives a leader insight to the
frustrations of the job and work environment. Probe them for more information through an anonymous
questionnaire to include the data needed to make specific and effective changes. A leader needs to
understand how employees feel about their job, work milieu and management.
The benefits of this act will help the leader to better understand most if not all the issues he/she will
need to address. The leader may have known from personal experience every one of these issues;
however, it will help the leader to establish leadership credibility through merely listening and
validating. This single act will empower them to lead from the front vs. crack the whip from behind. The
leader will drive greater results through this mean vs. the dictator model of hierarchy.
Through listening, probing and learning the leader will be able to assemble the information and
formulate a better plan of action. This plan of action will reflect the issues of all employees and again,
add credibility to the leader. Additionally, this creates a team approach because you are gaining a “buy
in” from all levels of management and employees to the action plan to deal with the issues that were
learned through listening and probing.
The Leader from start to finish is asking the upper echelons and lower tiered employees their thoughts
and ideas on the issues being found. The Leader is also asking insightful questions on how others might
solve the issues at hand. When presenting possible solutions to various workforce populations the
Leader must be aware of potential resistance. Learning where the pockets of resistance are located will
assist the leader in the action plan development to overcome the resistance.
Being a Leader does not mean that people will follow you. The culture has shifted to a servant leader
model vs. a hierarchy dictatorship model. Getting a majority of your organization to buy into your plan
will grease the wheel for you to arrive easier with fewer issues as a whole to contend with.
The biggest buy in the Leader needs is from the subordinate managers and supervisors. They are your
offensive line. It is through first listening and probing your management team the leader will gain a

2. Guy Van Drunen Jr guyvandrunenjr@gmail.com
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strong team approach to accomplishing the organizational goals. Here the leader will learn the issues
his/her leaders are facing and probing their thoughts on how to fix the issues at hand. Sure the leader
can execute the plan through a dictatorship model, but my guess, however, is the attrition rate won’t be
dropping anytime soon.
As the leader, you have ideas and have formulated your plan of action to lead the organization.
However, to mentor your subordinate leaders and to get their buy in to the plan, it is recommended that
you bring them in to review the issues and strategize the solution. This is not a manipulation tactic. It is
respecting their opinions and experiences they bring to the table. You will challenge their thoughts and
assumptions and guide them through the process. This is a brainstorming solution focused process. It
is an open and honest discussion with your subordinate leaders which allows you to listen and guide the
decision making process with them establishing goals and expectations as a team.
When this process concludes the Leader will have created a team approach and stronger offense line to
tackle the challenges the organization faces. The result of this effort creates a powerful force because it
is “our plan” that we created together.
By listening, probing and learning from all levels of employees, the action plan is a reflection of the
issues accumulated. The action plan created is a byproduct of the Leader listening and learning.
Consequently the Leader is stating to the organization, “I have listened and I am taking action to resolve
the issues you spoke of.” The Leader will have created a receptive audience and change will happen
with less resistance because the Leader allowed everyone to voice their issues and to offer solutions.
The Leaders presence throughout the change process is vitally important. The leader does not have to
be a micro manager. What micro managing says to your employees is that I don’t trust you to do your
job. If this is the case either you as the leader have the wrong subordinate or your management style is
antiquated. The leader will need to continue to guide the change process and address issues that will
naturally arise. The Leaders presence, albeit night shift or day shifts, will reflect to the various
employees the dedication and commitment the Leader has seeing it though.
The action plan is a process to define. It can be done in four Phases.
Phase I: Define the Problem
Phase II: Assimilate the Information
Phase III: Create the Action Plan
Phase IV: Execution