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

Ready, Set, Go!

The 100% Solution to

Change that Sticks

About the Presenter

Stu Cohen

Change and Transition Practice Lead,

and Principal Consultant at Linkage

Success Rate of Change Initiatives

• 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

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

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

Managing Change

Strategic

PlanningChange

Leadership

Well run

organizations

have always

invested heavily

in this.

They have

also started

to invest in

The Six-Stage Change Process

6Reinforce

the Change 1Make the

Case for

Change

3Communicate

the Vision and

Strategy

2Enlist

Stakeholders

to Develop a

Vision and

Strategy

Milestones

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

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

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

SOMETHING OLD STOPS

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

Transition

The gradual, internal emotional process that

happens inside as we learn to adapt to the

external change event.

Change

New Beginning

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

Rule #1: Transition is a Process

Ending

Neutral

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

No Wonder…

We continue to read that up to 70% change initiatives

Rule #2: Timing for transition is

different for each person

Rule #2: The timing for transition is different

for each person

Ending

Neutral

Beginning

Transition Is like a Marathon

Transition is Like a Marathon

Ending

Neutral

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

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

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

Old Kitchen to New Kitchen…

What’s the Bridge?

Travel Checklist

Rule #7: Provide a bridge from the new to the

• 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

Reasons Change Initiatives Fail

• Lack of proper planning

• Ineffective program management and/or execution

• Lack of employee understanding and buy-in

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

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

Open Question &

Answer

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

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

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