Keys of success are the antidotes to failure Duke Rohe, Performance Improvement When installing significant change to a system, there are key elements that carve a new path cross-grain to the existing culture. They allow the new way to disrupt and sustain the change over time. Too often, valiant efforts are thrown at introducing change and hope the success follows. Good luck! This is a little tool that begins with an imagery of success and ends with a strategy to make it a reality. Change happens when we purposely alter the incentives, motives, supports to its eminent success. To develop this strategy, imagine the project you have been assigned as being the benchmark of success. Folks are steeped in the ‘new way’ and would never go back to the old. Objective measures are beyond what were even expected. Throw yourself on this side of success, then ask, how did we get there? What were the crucial aspects that took place to make AND sustain the change? Each is an ingredient for your transition strategy consideration. From the way it is, to the way it needs to be. They tell you ahead of time, what will be the steps to success, or without them, the landmines that crippled the effort. Use these questions as prompts to start your mental journey, then convert them into actionable items of what not to forget in your transition plan. What were the watermarks of success? 1. What did the staff say? 2. What were the objective measures? 3. What did it look like, feel like? 4. What was the role of the managers? 5. How were the staff different? 6. What did the customers say about the difference? What was different about leadership? 1. How did they reinforce the importance of the change? 2. What kept them from supporting the change whole-heartedly? 3. Was there something that would make them feel safer exhibiting support? 4. Did they have to change their existing ways in order to champion this cause? 5. How often and how well did they chant that change is necessary? 6. Were they fully convinced change was necessary? 7. Did they provide a clear picture of what the change was to eventually look like? 8. What support elements kept them appraised of progress yet out of the detail? 9. What was the lifesaver they did to keep the project out of the ditch? What kept the project focused until it became the new way? 1. Who was the time keeper, time boxer? 2. How much time was carved out per participant to craft and sell the new way? 3. How did the project team stay so cohesive? 4. What were the attributes of the team leader that kept us all pushing? 5. How were the insignificant removed from the important? 6. How did you minimize BMW (bitching, moaning, whining)? 7. How did each of the team members change themselves? 8. What were the principles that kept the project team true to their objective? 9. How were interferences and disruptions minimized? 10. What was the frankness rating between the team and its leadership? How did the infrastructures change to support the overall change? 1. How were the supporting departments convinced that small change on their part made big change on the overall? 2. What resources were planned for, committed to and provided? 3. How well were their planning processes to insure their success? 4. How well did they communicate? How prepared were their staff for change? 5. How did the overall change translate to their change? 6. How did the counting, accounting and information support change to make the change a success? 7. How responsive were they to change? How did they deal with the ambiguity during the transition? 8. Did they know that their productivity and service would dip during the change and how did they navigate it? 9. Were the managers convinced by the cause or respecter of the ruler? What were the crucial pieces that sustain the change? 1. What were the feedback measures? How frequent were they? Were they representative of performance? 2. What were the reinforcing behaviors that were essential? 3. Who was the owner of the process? What type of authority/ influence was evident? How did her department cope while she was invested in the change? Were the staff the better for it? 4. Was there feedback and feed-forward communication so that change could be adequately addressed? 5. What allowed the change to remain continually relative, fresh, an on target? 6. How often was the system swept to keep the old way, patterns from returning? 7. How did the staff personalize the change for them?
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