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How to Avoid the Mistakes that Derail Change InitiativesCatharine Wright, Chief Change Catalyst
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The Four C’s of Change
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Time and FocusSpeculate where the percentage of time and focus is generally placed
Component % of Focus % of Time
Articulating Case _______ _______
Deciding Content _______ _______
Managing Complexities _______ _______
Mobilizing Commitment _______ _______
What would be a more ideal division of time and focus?
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Human Component of Change
• Managing Transitions • Proponents,
adversaries and neutral majority
• Stages of resistance
• Focus on the “how”
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Top 10 Mistakes to Avoid1. Absence of solid sponsorship2. Resources not assigned to manage
the change3. Insufficient planning and role clarity4. A culture of distrust; have a negative
change history5. The context for change is not fully
understood
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Top 10 Mistakes to Avoid
• Ineffective communication practices; lack of timely and effective feedback
• Little or no attention to transition; resistance not anticipated / managed
• Too many changes too quickly• Lack of accountability
• Giving up too soon
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Best Practices – Sponsorship & 3Ps
• Highly engaged executive sponsorship– Cultural alignment– Clear case for change – Experience with coaching – Commitment of resources– Involved and visible
• Plan, people and processes in place – 3Ps– Communicate more and more often
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Best Practices ‐ Communicate• Focus on silent majority• Use different channels of communication• Be careful how you use technology• Get out of your office; communicate directly• Resist email• Build/test for understanding; else no acceptance• Invite feedback and ideas – let people influence; maximize
choice along the way• Use coercion; don’t abort
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Best Practices – Manage Resistance
• Plan for it• Target early wins• Uncovering resistance is good • Make it safe to express • Provide good coaching • Understand the source of their resistance• Don’t try to eliminate it • Different stages of resistance
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Best PracticeMeasurement
Survey – employees, customersReasons why important • Need to know if you are getting
the results expected• Creates the case for further
initiatives• Tells a story that reinforces
change mindset
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Final Word
• Understand/manage endings and their impact on people
• Work from a mindset of “thriving in change.”
• Develop capacity and capability• Make accountability for results
and coaching around people’s “humanness” the heart of your approach
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