2. Purpose of the presentation
1. Welcome on-board your flight
2. The journey today will take just a few minutes; and
3. Will hopefully give you ideas on how to land
change successfully in your organisation
3. Your Flight No CH101
Landing change in your organisation can be likened to taking off and
landing your very own jumbo jet!
Determine Take Land
Define your your flight plan Pre-Flight Off Manage successfully
destination check turbulence
4. 1. Define your destination
What is Changing?
In order to lead the change, you must first have
a clear understanding of your final destination:
Clarity of the future states is critical to setting
expectations of your team. Ensure you have: Structure Processes
1. Clearly articulated end destination
2. The benefits of the destination
3. Describe the impact to your staff – How they
will need to act differently at their new People Culture
destination
Once you have clarity of destination, you
can begin to determine your flight plan
5. 2. Determine your flight plan
How will you get there?
Just as a flight plan is critical in making sure the aircraft has
an approved and safe passage to the end destination, so
should any change plan.
Map out the key activities that will drive the change required
and get you to your destination
• Timing of announcements and key leadership messages
• Schedule of training and workshops to support staff with
the change
• Timing of collateral and user guides available, etc
• Understand how you will track and measure the success
of the change
You are now ready for pre-flight
checks
6. 3. Pre-flight checks
Confirming your ready to take off
The importance of this step is often understated. I liken this stage to the
point prior to communicating the change
It is important to ensure that your flight plan is still appropriate, that your
staff are seated and the flight crew are ready for take off.
Keys to success here is:
1. Confirming leadership support
2. Ensuring there are no extenuating circumstances that would
increase resistance (e.g. other large change programs, a busy
sales period, etc)
3. Ensuring there are enough crew and resources on board to support
and sustain the change throughout the journey
We are now given the all clear
for departure
7. 4. Take-off
Initiating your change program:
Just as a jet taking off expands the most amount of energy per
second than any other part of the journey, the introduction of the
change will require a significant amount of your energy.
Just as there are always a few jitters and worrying moments with
passengers on board, the same will apply with your staff.
Here are my tips:
1. Expend a lot of energy raising awareness and desire for the
change
2. Provide staff with the clarity and security (where possible)
3. Ensure leaders are visible and present and actively sponsoring
the change
Now that we have reached cruising
altitude, its time to manage ongoing
turbulence
8. 5. Managing Turbulence
Executing your change plan
Now that you have reached altitude, the focus is
now on keeping people comfortable with the
appropriate training, education, tools, etc they
need to operate at their new destination.
The most critical part of this leg is managing
turbulence!
Things to consider:
1. Each individual will require time and effort to
support their change journey
2. Ongoing checks on staff engagement and
moral is a must throughout the flight
3. Provide regular updates on progress
You are now on approach to your
destination
9. 6. Landing Successfully
Embedding change
Change is successful only when it is truly
embedded into the business.
Embedding change requires:
1. Positive drivers of behavior (Re-aligning
KPIs, incentives, etc)
2. Positive reinforcement (reward and
recognition)
3. Effective Knowledge Management
4. Availability of tools and resources that
support the desired behaviours
Welcome to your new destination…
there’s no turning back now…
10. Concluding remarks
Landing change successfully….
…regardless of how big or small, requires a focused effort with:
1. A clear articulation of the end state and its benefits
2. A detailed plan on how we will get there
3. The patience to evaluate whether we are ready and capable to change
4. The leadership advocacy and sponsorship to introduce the change
5. The leadership support to undertake training, coaching and their ability to
manage ongoing turbulence
6. The sensibility to realign KPI’s and rewards to engender the desired
behaviours
