1.
Managing Both Sides
of Change
Kris Mailepors
Bushido Leadership, LLC
@bushidoleader Kris@bushidoleadership.com

2.
What to expect from our time
Change:
• How to start it
• What to do with it

3.
CHANGE
Change has two sides:
1. A new Initiative
2. Handling a new event, policy or new
way of doing things

4.
THE BLUEPRINT FOR
CHANGE

5.
SIX STAGES FOR SUCCESSFUL CHANGE
Make the case
for Change
Enlist
Stakeholders
to develop a
strategy
Begin to
Communicate
Strategy
Remove
Barriers
Set Milestones
and ackn.
progress
Reinforce the
change

6.
1. Make the case for change
• Done beneath the radar; these are all the reasons for
you to take on this idea/plan/project
• Include an “if we don’t…then” statement to firm up
the positive reasons for the change
You make this case to yourself only!

7.
2. Enlist stakeholders to develop
strategy
• These are people whose support can help drive the change
managers ~ team leaders ~ your supervisor ~ your VP
• These people can lend new perspective to improve the
initiative
• Some will give you valuable skepticism so you can firm up
your case

8.
3. Communicate Vision and Strategy
• Most change fails because people active in the initiative don’t
see the need for it
• Consistent reminders of both the vision (future) and the
rationale
• Clearly define the basic actions of everyone involved to
facilitate the change
• Leaders (& stakeholders*) must be the strongest proponents
of the change

9.
4. Remove Barriers
• If they exist, they can be anything that
prevents people from performing the actions
already established
• (this is where collecting/enlisting
stakeholders is key)
recognize

10.
5. Set Milestones and acknowledge
progress
• Most change only happens over an
extended period of time
• If possible, divide the whole change
process into a series of phases *(like
this!)
• The change can be communicated as a
series of actions

11.
6. Reinforce the change
• Encouragement and maintained urgency
• When the change is complete, be sure to
continue to measure progress more than once
• Reassess the transformation at any point to
make adjustments to the overall initiative

12.
What’s a missing piece?
--2-3-4-5-6 = complacency
1---3-4-5-6 = false starts, confusion, misalignment
1-2---4-5-6 = inaction, confusion, resistance
1-2-3---5-6 = frustration, giving up, resistance
1-2-3-4---6 = loss of momentum, reversion
1-2-3-4-5-- = wasted effort
1-2-3-4-5-6 = change implemented

13.
MANAGING CHANGE
What’s on the other
side of the CHANGE
initiative?

14.
WHATDOESTHISTELLYOUABOUT
CHANGE?

15.
Things to Consider
1. What makes handling change so
challenging?
2. What does this quote mean to you:
“I’ve been in this business 36 years, I’ve learned a
lot—most of it doesn’t apply anymore”

16.
Changes just keep coming!!!
From outside…
• Market conditions
• New technologies
• New software
• New regulations
From inside…
• New Managers
• New team structures
• New policies
• Reduced budgets
• New or unclear
expectations

17.
Change is good…is it?
…Change usually benefits the organization by
solving a problem or creating greater
efficiency
however…
…It pays much more attention to the finances, strategy,
and technology than to the people who have to
make it work
THERE IS THE ISSUE

18.
Change vs. Transition
Change is …
• Situational; something starts or stops.
Transition is …
• The gradual process of psychological
adjustment that happens inside us as we
adapt…
It is the TRANSITION, not the change, that people resist

19.
Why is transition resisted?
People have a personal
connection to how they
work; people are giving up a
part of their personality

20.
The Three Phases of Transition

21.
What has ended…what is lost?
• Turf
• Status
• Power/influence
• Relationships
• Memberships
• Routine/structure
• Meaningful work
• Control of work
• Personal Identity
• Competence
• Personal Future
• Autonomy

22.
Doing a Loss Analysis
Note on the grid who
is losing what

23.
WHAT WHO
You Individual Groups Outsiders?
Turf
Status
Power/ influence
Relationships
Memberships
Routines/ Structures
Personal Future
Meaningful Work
Control of work
Personal Identity
Competence
Others?

24.
Dealing with an ending?
Denial
Anxiety
AngerBargaining
Sadness/
Depression

25.
Handling those dealing with endings
and loses
Behaviors: Flip attitude, evasion, skepticism, refusal to
accept the reality of the situation
Actions:
• explain the change and the reasons
• Give examples of peers who are changing or
learning

26.
Handling those dealing with endings
and loses
Behaviors: Resentment, rumor mongering, nervousness or
stress, decreased productivity and effectiveness
Actions:
• Encourage talking and listen carefully
• Don’t talk them out of feelings; offer a
different point of view if you have one
• Offer accurate information to dispel rumors

27.
Handling those dealing with endings
and loses
Behaviors: Grumbling, irritation, rage, mistakes,
aggressiveness, foot dragging, vandalism, indignation
Actions:
• Listen and acknowledge anger; Don’t talk
them out of it
• Don’t assume blame or collude
• Recommend involving HR if extreme

28.
Handling those dealing with endings
and loses
Behaviors: Attempts to get out of the situation, attempts to
make deals or promises relating to the old way,
negotiation
Actions:
• Keep realistic plan in sight; Don’t be swayed by
promises or negotiations
• Reinforce situation as it is
• Don’t get into problem solving or bargaining
with them

29.
Handling those dealing with endings
and loses
Behaviors: Silence, “down,” or disheartened, tearfulness
Actions:
• Acknowledge, sympathize and reach out.
• Initiate conversation and ask questions to draw them out
• Encourage talking and sharing feelings either one-on-
one or in small supportive groups
• Promote supportive group events, interaction, or
impromptu fun
• Recommend to HR if appropriate

30.
Dealing with an ending?
Denial
Anxiety
AngerBargaining
Sadness/
Depression

31.
The Three Phases of Transition

32.
Critical part:
THE NEUTRAL ZONE
Emotions of the Neutral Zone:
• Confusion
• Apprehension
• Detachment
• Interest/Eagerness

33.
Communication during transition feels risky…
There cannot be too much communication during the
Neutral Zone.
It is the difference between a bearable situation and a
disaster.
Two main kinds of communication in this zone:

34.
1. Communication designed to show
CONNECTION and CONCERN.
2. Communication that clarifies the
PURPOSE, the PICTURE, the
PLAN, and the PART.

35.
1. Communication designed to show
CONNECTION and CONCERN
MANAGERS:
more information & show that they care.
Isolation can be easily amplified during a time of transition.

36.
2. Communication that clarifies the PURPOSE,
the PICTURE, the PLAN, and the PART.
Purpose
The “why’s” of the change. Purpose can serve to
clear up confusion.
Picture
Vision of the outcome; the light at the end of the
tunnel, a destination. (use an analogy—1st day)

37.
2. Communication that clarifies the PURPOSE,
the PICTURE, the PLAN, and the PART.
Plan
beyond just the destination, this is the roadmap that leads
there. These are step-by-step actions to get through the
Neutral Zone.
Part
Successful transition depends on the people involved. They
all play a part. Know yours, know theirs, make sure they
know theirs.

38.
What are the basics of communication during a
transition?
1. Repeat the message 6 times (really?)
2. Vary the medium
3. Ensure 2-way communication

39.
What are the basics of communication during a
transition?
4. Consider timing
5. Ensure consistency
6. People trust behavior over words
7. Understanding is more important than
agreement

40.
What are the basics of communication during a
transition?
8. Listening is twice as important as talking
9. Tell the truth, the good news and the bad
10. People usually complain before they create

41.
The Three Phases of Transition

42.
Getting to the
…
1. Translate the changes into activity that has real meaning
to the people doing it
2. Provide people with the opportunity to practice or gain
familiarity
3. Work collaboratively
4. Focus on efforts and achieve a few “quick successes”
5. Build RESPONSIVENESS and FLEXIBILITY into
your routine

43.
5 things to remember!
1. You have to end before you begin
2. Between the end and the new beginning, there is a
hiatust; that hiatus can be creative
3. Transition is developmental and is the source of
renewal
4. People go through transition at different speeds
5. Most organizations are running a deficit in
transition management

44.
People Hate Change…
…But they love
Progress