Review parts 1 through 15 for details and thinking, then utilize the Recipe for Change.

Part 11 – A New Model for Change

Change isn’t optional. It is essential. Why can’t things stay the same? Why do we have to change? How can we make change fun? What hangs up change?

I have been reading an article written by Leader to Leader Institute called “Leading Transition: A New Model for Change.” Change is nothing new to leaders. We understand by now that organizations cannot be just endlessly “managed,” replicating yesterday’s practices to achieve success. Business conditions change and yesterday’s assumptions and practices no longer work. There must be innovation, and innovation means change.

Yet the thousands of books, seminars, and consulting engagements purporting to help “manage change” often fall short. These tools tend to neglect the dynamics of personal and organizational transition that can determine the outcome of any change effort.  As a result, they fail to address the leader’s need to coach others through the transition process. They also fail to acknowledge the fact that leaders themselves need coaching before they can effectively coach others.

Wouldn’t it be nice to say “Do it this way now”, and everyone jumps on board and gets the job done. There would be zero pushback, no odd stares, no deer in the headlight looks, no frowns on their faces – just good old fashioned “yes we can” action.

Yes, we need a system to follow through the transition to change!

That’s what’s missing – a system!

The Recipe for Change

When you’re baking a cake, there are certain ingredients that are necessary for the cake to come out as planned. You need to follow a step by step procedure. Include all portions as described, mix as indicated, then cook for the optimum time and temperature. Any variation from the recipe may cause an incomplete and utter disaster! If you don’t follow the recipe, you will not get the results you were expecting.

When you’re leading your company and staff through change, a recipe would be very helpful, so here it is:

1. You must be totally committed to the change (1 gallon)
2. It must be well defined and written (1 pint)
3. You must be willing to accept the push back and resistance (1 quart)
4. Create the WHY story to sell to sell your staff (Five Pounds)
5. Talk to them one-on-one (1 Tablespoon)
6. Give them time to adjust mentally to the change (Let Marinate 1 week)
7. Let them express their feelings (Snap-Crackle-Pop)
8. Set a rollout date for the change to occur (Cook Time 10 Days)
9. Have many training sessions before rollout (Mixing steps)
10. Establish the change as a habit (Tasting the results)

This is a quick and simple recipe for change. Follow the ingredients and steps, and see what results you will achieve. Review parts 1 through 15 for more details and thinking.

Management is the formula.

Leadership is the essential catalyst.

You are the stick that stirs the ingredients.

Review parts 1 through 15 for details and thinking, then utilize the Recipe for Change.

Part 10 – Stay Focused

Golfer Playing on Beautiful Golf Course

Getting focused is an essential key to making change happen. Here is a story that may illustrate the concept of focus, written by Bill Crowder.

I enjoy playing golf, so I occasionally watch instructional videos or read magazines. One such video, however, left me disappointed. The teacher presented a golf swing that had at least 8 steps and a dozen sub-points under each step. That was too much information!

While I’m not a great golfer, years of playing have taught me this. The more thoughts you have in your head as you swing, the less likely you are to be successful. You must simplify your thought process and focus on what matters most-making a solid contact with the ball. The instructor’s many points got in the way.

In golf, as in life and business change, we must focus on what matters most.

When you are taking people through change, focus on the large view, not all the small pieces first. Take the 40,000 foot view, and hit the main highlights first.

Make sure the main thing remain the main thing. Don’t get caught up in the fine details until the large pieces have become habits. Then you can come in and fine tune the change.

For example, you may desire to start using scripts to answer the phone and sell work to your customers. Start basic, get the big picture, then fill in the details once you feel the buy in.

The bottom line is STAY FOCUSED on the BIG PICTURE, not all the details, in the beginning.

The Recipe for Change

When you’re baking a cake, there are certain ingredients that are necessary for the cake to come out as planned. You need to follow a step by step procedure. Include all portions as described, mix as indicated, then cook for the optimum time and temperature. Any variation from the recipe may cause an incomplete and utter disaster! If you don’t follow the recipe, you will not get the results you were expecting.

When you’re leading your company and staff through change, a recipe would be very helpful, so here it is:

1. You must be totally committed to the change (1 gallon)
2. It must be well defined and written (1 pint)
3. You must be willing to accept the push back and resistance (1 quart)
4. Create the WHY story to sell to sell your staff (Five Pounds)
5. Talk to them one-on-one (1 Tablespoon)
6. Give them time to adjust mentally to the change (Let Marinate 1 week)
7. Let them express their feelings (Snap-Crackle-Pop)
8. Set a rollout date for the change to occur (Cook Time 10 Days)
9. Have many training sessions before rollout (Mixing steps)
10. Establish the change as a habit (Tasting the results)

This is a quick and simple recipe for change. Follow the ingredients and steps, and see what results you will achieve. Review parts 1 through 15 for more details and thinking.

Management is the formula.

Leadership is the essential catalyst.

You are the stick that stirs the ingredients.