13 change management experts for their top three tips anyone wanting to implement fast, dramatic and powerful change.

1. 13 Change
Management Experts share
Tips on how to Implement Fast, Dramatic &
Powerful Change

2. Overview
I’m very excited to bring you this expert round up post on Change Management Tips.
I asked 13 change management experts for their top three tips anyone wanting to
implement fast, dramatic and powerful change.
Here are my broad takeaways:
1. Communication/collaboration, engaging stakeholders in the very creation of the
vision and change processes.
2. You need to focus on people, changing their behaviour not your own methods and
processes.
3. Change requires focus and discipline. It is way too easy to succumb to the drift and
slide into mediocrity.

3. John P. Kotter
● Dramatic and powerful is not going to happen unless
you develop a true sense of urgency about the
opportunity offered by the changes, and urgency that
is intellectual and emotional, and among lots of
people. Ultimately, you are going to need a lot of
people to help, not just resist.

4. Jason Little
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● There will always be a new trendy change model that comes
and goes, but at the end of the day deep, meaningful
conversations is the only way to create fast, dramatic and
powerful change in today’s organizations.

5. Kate Nasser
● Communicate early and clearly. If you want
change to be dramatic and fast, don’t surprise your
employees. Fast doesn’t mean being thrown off a
cliff. Give them details so they can see it isn’t just a
lot of talk.

6. Tripp Braden
● Empower others to act and use their unique gifts,
strengths, and life experience to achieve lasting
organisational change. Always strive to make each
change initiative better than the last in planning,
execution, and results.

7. Mike Brown
● Make sure you understand the dynamics of the environment before
you formulate your change strategy. Those dynamics impact the scale of
change and your best strategic options. Assessing the perceived need for
dramatically different results and the underlying frustration with the status
quo helps identify the most appropriate strategy.

8. Mark Graban
Far too often, it seems “change management” is an exercise in convincing people
to accept our solution.
● Make sure there is agreement that there is a problem to solve or
something that can be made better. If you can’t get alignment at this
level, pushing a solution is probably going to be fruitless.

9. Braden Kelley
● Evaluate the Change Readiness of Your Organization
Too often we just jump in and announce the start of projects and change
initiatives without even looking around to see if the resources that are going to
be crucial to our success are even available.
Convene a cross-functional change planning team to identify the resources
you are going to need to successfully complete the project (physical, financial,
human, etc.).

10. Alli Polin
● Do more than pushing your solution, go on a listening tour. It’s easy to
say “out with the old and in with the new!” but for people throughout
the organization it causes stress and uncertainty. Two-way
communication is essential. Spend time listening to concerns,
challenges, ideas and suggestions without selling the change. Leaders
may assume they know the pain the change will cause but that’s not
always true.

11. Gregg Brown
● Sharing the benefits and rationale and expecting people to get on board
with the change isn’t realistic! Make sure to discuss benefits and concerns;
and remember no one is ‘change ready’ (even if they logically understand the
benefits and rationale) if the impact on them, or people they care about, is
negative.

12. Craig Reid
● Focus change on the customer, not on the employee. It’s easy for
employees to react negatively when the change is focussed on them. It’s
harder for them to argue with when the change is focussed on making
things better for the customer. Of course, you can make change to both at
the same time, but focussing on doing the right thing by the customer at the
same time will help to diffuse the emotional reaction of employees.

13. Janelle McLaughlin
● Create a strong vision in place by leadership that is effectively and
continuously communicated.
● Implement job-embedded, ongoing professional development.
● Come from a culture of trust and respect that is well-established
prior to change implementation.

14. Malati Shinazy
● Plan for the impact the change will have on all stakeholders as early
as possible.
Ideally, you will have time to get stakeholder input as part of your planning
process. And, all key change agents will know their roles, milestones, and
KPIs.Create a marketing, communication, and support plan for employees,
customers, vendors, investors, and other stakeholders. Then, keep
stakeholders informed with as much information as often as possible both
before, during and after the change is complete.

15. Tina Schuelke
Get a real perspective of what the current state is from each
stakeholder, or stakeholder group’s viewpoint.
a. Do not judge as right or wrong, accept this as their reality (even
though their perspective may not be complete or all encompassing)
b. Understand what about the current state will work to your change’s
advantage, and what about it is causing barriers to the change.

16. Daniel Lock
To round out this roundup, here are my guiding tips I use with my clients and
projects:
● Vision.Co-create create a compelling vision with an urgent case for
change which articulates why change now, what opportunities will be
missed if we don’t change and what risks will we be exposed to.
● Buy-in & Relationships. Enroll anyone and everyone into this vision. Ask
for their commitment. Engage the key influencers in the organisation.
These are the people with the combination of expertise and informal
influence.
● Structure & integrity. Create a plan and operating rhythm. Carve out
time and space to create the change in people’s diaries. Leadership from
the top down must walk the talk, demonstrating the change in real time.
The change leadership team must do what they said they’d do. Keep
commitments.

17. Thank You
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