Many leaders quickly launch a change initiative without defining and creating the environment that will help people take on new ways of thinking and acting. Here are three simple steps that will engage people and enable a change. They will save you time, especially when you don't have it to spare.

1. How to Lead
Change
When You Don’t
Have the Time
Phil Buckley

2. •Pace of change is no longer newsworthy
•If you are not growing you are shrinking
•Ability to manage change is a core
organizational skill

3. Success rate of change programs
30%
1995
30%
2000
30%
2005
30%
2010
McKinsey & Company

4. ORGANIZATIONS AND CHANGE – 5 Success
Predictors
• How is the VISION different, better and more compelling?
• Are the leaders PERSONALLY COMMITTED to the change?
• Does the organization have the CAPACITY to make the
change?
• How INGRAINED is the current CULTURE?
• Will the change DELIVER the OUTCOMES?

5. PEOPLE A ND CHA NGE – 5 Truths
• People decide if a change will be
successful (not leader s)
• They react differ ently to change
• They must change how they think
before they change how they act or
behave
• Leaders must change fir st befor e
people will (and ever ything they do

6. LEADING CHANGE
When You Don’t Have the Time
•Many leaders quickly launch a
change initiative without defining
and creating the environment
that will help people take on new
ways of thinking and acting
•They fail to follow three simple
steps that engage people and
enable the change

7. GETTING PEOPLE TO CHANGE
1.Give them reasons to
engage
2.Give them ownership of
“the how”
3.Enable the change

8. 1. GIVE THEM
REASONS TO CHANGE

9. GIVE THEM REASONS
TO ENGAGE
How will this change
make the organization
better?
How will it make their
lives better?
How will their efforts
contribute to the change?

10. 2. GIVE THEM
OWNERSHIP OF “THE
HOW”

11. Benefits of Participation
• Increases sense of control,
which reduces fear
• Builds buy-in and commitment
– people follow what they
create
• Identifies barriers to change
• Increases quality of
implementation

12. 2. GIVE THEM OWNERSHIP
OF “THE HOW”
•Share objectives and
requirements
•Ask them to define “the how”
•Review team recommendations
•Align on those that make sense
•Assign accountability for
implementation

13. 3. ENABLE THE
CHANGE

14. 3. ENABLE THE CHANGE
•Set expectations – progress over
perfection
•Provide training if required
•Allow time to practice
•Go first – model actions and
behaviours
•Acknowledge and reward progress
(small wins, small rewards) – build
confidence
•Hold feedback sessions – what’s
working, what’s not, what adjustments

15. HOW TO GET PEOPLE TO CHANGE
1. GIVE THEM REASONS
TO ENGAGE
2. GIVE THEM OWNERSHIP
OF “THE HOW”
3. ENABLE THE CHANGE
How will this change
make the organization
better?
State objectives and
requirements
Set expectations –
progress over perfection
Ask them to define
“the how”
Provide training, if
required
Review team
recommendations
 Allow time to practice
How will it make their
lives better?
How will their efforts
contribute to the
change?
Align on those that
make sense
Assign accountability
for implementation
Go first – model
actions and behaviours
Acknowledge and
reward progress (small
wins, small rewards)
 Hold feedback
sessions – what’s
working, what’s not,
what adjustments are
needed?

16. HOW TO
OVERCOME
RESISTANCE
AND MINIMIZE
CHANGE
CHANGE FATIGUE
FATIGUE

17. How do I OVERCOME RESISTANCE to the
change?

18. WHAT WORKS
•Build in as much certainty as you can – reduce fear by reducing the
unknown
•Own the change – it’s the right thing to do versus “My boss said.”
•Address resistance head on – honest and candid dialogue is the most
effective way to neutralize concerns
•Focus on the facts
•Encourage people to share their concerns – they might be valid
•Thank dissenters then ask for their advice
•Draw the line between opinions and obstruction

19. How do I minimize CHANGE FATIGUE?

20. WHAT WORKS
•Track all change projects together – map all commitments
•Identify resource gaps – raise them early
•Negotiate deadlines – balance requirements with resources
•Avoid “just over the horizon” communication
•Acknowledge people are working hard
•Make it up to them in small ways – accommodate schedule conflicts
•Give ownership of “the how” – of work management

21. GETTING PEOPLE TO CHANGE
1.Give them reasons to
engage
2.Give them ownership of
“the how”
3.Enable the change