This simple Toolkit will help any Managers / Leaders to Drive Change. The toolkit is a basic thought process/framework which will help the leaders to think holistically and give some clear direction, clarity, and action leading to results. A toolkit which is easy to comprehend and use.

1. Change Management Toolkit
Simple Toolkit for Managers - Authored by Parthiban Vijayaraghavan
Change is Hard - Think how many times have you changed or got rid of Bad habits, if you answer is
Not many times, then empathise and not get frustrated
This Toolkit will help make the Change relative much simpler and Easy than without the Tool
6. Generate short
Term Wins
1. Create Sense of
Urgency
3. Build Guiding
Coalition
2. Form Strategic
Vision and
Imperatives
4. Enlist
Volunteer Army
5. Enable Action
by removing
Barriers
7. Institute Long
Term Change

2. 1. Create a sense of Urgency by Identifying the Problems
A symptom is anything that happens as a result of a problem. You can get quiet meta if you abstract
too far (i.e. pain is a consequence of life, therefore life must be eradicated — slow down Terminator)
so it’s important to set some bounds around your focus.
Its important to Identify the Problem Statement, So that the Problem can be eliminated Permanently or
Change can be made successfully

3. 2. Form a Strategic Vision and Imperatives
Create a compelling Vision to drive Team’s energy and efforts into a single direction
Be Concise: This is not the place to stuff a document with fluff statements. It should be simple,
easy to read and cut to the essentials, so that it can be set to memory and be repeated
accurately.
Be Clear: A good rule of thumb for clarity is to focus on one primary goal, rather than trying to
fill the document with a scattering of ideas. One clear objective is also easier to focus on and
achieve.
Be Stable: The vision statement is a long-term goal that should, ideally, not be affected by the
market or technological changes.
Be Challenging: That said, you don’t want to be timid in setting your goals. Your objective
shouldn’t be too easy to achieve, but also it shouldn’t be so unrealistic as to be discarded.
Be Inspiring: Live up to the title of the document, and create something that will rally the troops
and be desirable as a goal for all those involved in the organization.

4. 3. Build a Strong Coalition to support change and
ensure sustainability
Capture all the Key Stakeholders for the Change Initiative both vertically and horizontally including
external stakeholders.
Define the Weightage and Use 1 - 5 to Score each Individuals (1 being lowest and 5 being Highest)
This will help you prioritise some of the key stakeholders.

5. 4. Enlist Volunteer Army
List out All possible Volunteers, what is the benefit for them. This will help you to accelerate the
change initiatives.

6. 5. Enable Action by removing Barriers
As a change Leader, you have to ensure to remove or at least minimise the barriers to every action.
Action should not slow down in any change initiatives. Action is key, small wins matters a lot, focus
on the lead indicators by detailing out all possible actions and identifying the related barriers.

7. 6. Communication
Most important part of any change initiative is communication.
Communication strategies - step by step
As with most communication disciplines, there are a number of approaches to developing
strategies. However, there are certain common elements that should always be present. This
section includes ten key things for you to consider.
Context
Before you get into the detail of what is new in a strategy, it is important to recognise the context
in which it is being created. Crucially, this includes linking the strategy to the departmental
business objectives or strategic priorities. Setting communications in the context of a
departmental business case is crucial in making the case for them.
A second crucial area of context is an assessment of what we already know, whether this is
about the audience,, the initiative or previous attempts at communication. For example, if you
describe a communications initiative that has failed in the past, the strategy document will have
to make clear why this strategy is different.
Crucial questions to consider at this stage are:
What policy areas are covered by the strategy?
What work related to this project has been done in the past, and what did it achieve?
What is the long-term future of the project?
What are the key milestones? Vision, aim and objectives A crucial role of a communication
strategy
Vision, aim and objectives
A crucial role of a communication strategy is to define the ultimate outcomes desired. These
can be expressed at several different levels:
• Vision. The vision is the ultimate goal of the strategy. It can be helpful to express this in
colloquial terms - answering the question
What does success look like?', for example. The vision sets the context for the
objectives rather than providing a structure for evaluation, and therefore does not need
to conform too SMART. Nonetheless, it should still consider the audience -
which behaviours and attitudes are you trying to develop?
• Aim. An optional second step is to define an aim. This is an overarching objective, again not
necessarily SMART. An aim can be useful in providing a focus for the more detailed
communications objectives.
• Communications objectives. Communications objectives are distinct from the business
objectives, which will already have been set out. They are a crucial part of any strategy, as
they will drive the strategic decision-making process and provide the focus for evaluation.
Communications objectives should be SMART.