Asyma E3 Conference

1. How to Avoid the Mistakes that Derail
Change Initiatives
Catharine Wright, Chief Change Catalyst

2. The Four C’s of Change

3. Time and Focus
Speculate 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?

4. Human Component of Change
• Managing Transitions
• Proponents,
adversaries and
neutral majority
• Stages of resistance
• Focus on the “how”

5. Top 10 Mistakes to Avoid
1. Absence of solid sponsorship
2. Resources not assigned to manage
the change
3. Insufficient planning and role clarity
4. A culture of distrust; have a negative
change history
5. The context for change is not fully
understood

6. 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

7. 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

8. 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

9. 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

10. Best Practice
Measurement
Survey – employees, customers
Reasons 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

11. 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