How to involve respected skeptics in a company change
Involve respected skeptics by asking them to test implementation assumptions and report evidence, without requiring endorsement.
From the journal
Category: Change and Internal Narrative
Is your company trying to change too many things at once?
Check change capacity by mapping concurrent initiatives against the same teams’ existing commitments.
Why employees resist change that leaders think is obvious
Before responding to resistance, distinguish concerns about loss from warnings that implementation will fail.
How often should a CEO repeat an important change message?
Repeat a change message when employees need to make a new decision or evidence shows an important misunderstanding. Keep the core facts consistent and upda...
How to collect useful employee feedback during change
Collect useful employee feedback during change by pairing each channel with a decision purpose, a response owner, and a visible follow-through process. Exp...
How to show employees a change is helping their work
Show a change is helping through representative before-and-after work examples and clearly stated limits.
How to tailor a change message across employee groups
Keep the underlying facts consistent while explaining the work consequence for each employee group. Map what each audience must decide, what remains unreso...
Are employees adopting the change or just performing agreement?
Check what employees do in normal work when leaders are absent. Compare actual choices with the purpose of the change, then investigate constraints before ...
How to explain company change so people know what to do
Explain company change by stating the problem, the evidence behind the decision, and what employees must do differently. Distinguish decisions already made...
How to prepare managers before announcing a company change
Prepare managers before a change announcement with confirmed facts, role-specific implications, and a route for unanswered questions.