ERIKA ANDERSEN

Adjustments are made to cement the change rather than reverting to old ways. Seeing ongoing adaptation as normal embeds change-capability.

Reflecting on enhancements to systems and processes facilitates continual improvement.

Leaders must clearly frame the specifics of the change and build agreement on the "shape" of it. They should realistically assess both risks and rewards - obstacles as well as benefits.

This provides a balanced perspective and compelling rationale to motivate employees through their own cha...

Built on the previous foundation, the change and transition plans are now executed. Change happens through new behaviors and systems while people are supported through the human process.

Strong coordination is critical between logistics and emotional elements.

The transition is led by identifying who is most affected and clarifying what exactly will change for them. A focused transition plan then accelerates their adjustment through endings and beginnings.

This support is crucial for people to traverse their own change arc.

• Beyond the individual change, the organization's systems, processes, structures and culture are assessed for alignment.
• Improvements here are made to facilitate this change and build general capacity to handle change effectively going forward.

• With the change framed, leaders can describe the future state and scope.
• They paint a realistic but hopeful picture of success to show new possibilities.
• Quantifiable measures also reinforce and track the benefits.
• This envisions where the change can lead.

• A credible, competent core team is assembled to drive the change.
• They should move through personal change readily and help engage stakeholders.
• Broad input builds an effective plan for communication, new behaviors, systems impacts, and gauging readiness.