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Making work part of a life well-lived: Joy at WorkGuide for Change Experts

Being an expert in change means you’re in a unique position to grow joy in the workplace. That’s because during times of uncertainty and disruption, you help people make sense of what’s happening and constantly clear a path for their transition. Adding a Joy at Work mindset, you can do this in a way that cultivates trust and respect for now and the long-term.When you put yourself in this position, you act as a steward of change for your team, colleagues, leaders, and the people they lead. They then put their trust in you to guide them so they can focus on their job, their purpose and the mission of the company. How you think about the role you play, and the people involved, will affect the advice you give and strategies you choose. Through this course you’ll learn the method to lead and manage change well with this mindset. For you and countless others, your Change & Joy expertise can make work part of a life well-lived: Joy at WorkChange Expert’s Guide| 3Hello, Change Expert!

Leading change intentionally is a gesture of respect.Change Expert’s Guide4 |

Table of ContentsChange & Joy: Making Work Part of a Life Well-Lived ......................................................7Change & Joy Model …............................................................................................8A Definition of Joy at Work …..................................................................................10Joy Roles & Accountability .....................................................................................12How to talk about joy in the business context ….....................................................13Foundational Concepts: Connecting Theory to Practical Application …...........................15Definitions of Change Leadership and Change Management …..............................17Phases of Change: Your Point of View …..................................................................18Phases of Change: Their Point of View ….................................................................19Change Leader’s Empathy Cycle …..........................................................................20Change & Joy Architecture …..................................................................................224 Philosophies of Change & Joy …...........................................................................24Your Change & Joy Toolkit ............................................................................................... 25Week 1: Jump Start ….......................................................................................................29Sizing up the change …............................................................................................37Solving initial communication challenges …............................................................41Week 2: Evaluate & Build …..............................................................................................45Evaluating change impacts …..................................................................................51Working with leaders and change influencers ….....................................................57Week 3: Grow Stakeholder Confidence …........................................................................61Creating a change strategy …..................................................................................66Identifying the best change metrics …....................................................................74Week 4: Monitor & Adapt ….............................................................................................79Coaching change leaders ….....................................................................................83Managing reactions and interpreting feedback …...................................................89Week 5: Navigate …..........................................................................................................101The CCMP Designation …........................................................................................102What-if Scenarios of Change …...............................................................................104A Change & Joy Case Study …...........................................................................................109| 5Change Expert’s Guide

What people have told us over the last two decades.“Real support and appreciation from my manager”“The freedom to be creative”“Respect, teamwork, integrity”“The ability to plan my own day”“Feeling excited to come to work every day”“Harmony, peace, working together”“Finding connection to the mission of the company”“Feeling fulfilled in my work”“A positive work environment”To me, Joy at Work means…6 | Joy: A word that describes a positive emotional connectionChange Expert’s GuideAlthough many people like the idea of experiencing joy in their work, the word “joy” is not often used in the workplace. It’s also not typically associated with change.

Change & JoyMaking work part of a life well-lived| 7Change Expert’s Guide

Experience tells us that it’s not what is changing that is most upsetting to people, it’s how change is handled. Even the most difficult change can be done in a way that is respectful of everyone involved, including those directly impacted, the decision-makers, the company, and the customers. With this idea in mind, we can see the potential for reframing change toward an upward spiral for the organization and the people involved in the change.This Change & Joy Model illustrates the simple idea that how change is introduced and handled will impact the organization’s Joy at Work, which from our research we see as the dimensions on the right. At the same time, the amount of Joy at Work already present in the organization will impact how well the change will go and if the value of making the change is ultimately achieved.Rather than thinking, “how can we get through this change with the least impact on productivity as possible,” you can ask, “how can this change be made and increase our joy in the process.” The first statement is a rational business question but misses the traction you can get through people by asking the second question. Even the most mundane business changes framed this way have the potential to uplift the organization.Change & Joy at Work8 | Change Expert’s GuideChangeHow does it impact people?Joy at WorkHow do people respond?TrustAccountabilityAdaptabilityGrowthRespectBelongingParticipationCommitmentCohesionIntegrityThe Business Goal

Broadly speaking, Joy at Work is about the culture of an organization and creating the conditions to help people thrive in their work, especially in times of change.Most people understand that companies need to evolve to meet the demands of business. Most people want to work for companies that evolve and grow. People may appear resistant to change but it’s usually not what is changing that’s upsetting. People get upset by how change is handled. That’s when you lose them.When change is introduced in an organization, the wisdom of the Change profession knows the value of understanding (evaluating, assessing) the impact of the change on people and then creating strategies to make it easier for people to change to a new way of working. Depending on what’s present in the organization, the people and culture have an impact on the change itself and on how well it goes. This is the connection between change and Joy at Work. For example, if there’s a high amount of trust present in the organization, people are often more ready to accept and engage in change. If there is little trust in the organization, people can slow down progress, cause the change itself to be scaled back or stop it altogether. Taking this a step further, if there’s a great deal of fear in the organization, people may comply with the change, but they will mostly do what they’re told and not raise the risks they see working against the ultimate objective. The change might be achieved but the value of that change is not likely to be realized leaving the organization at greater risk.With a Joy at Work mindset, companies can make important business changes – technology change, changes in business models, changes in leadership and organizational structure – and build trust, improve work relationships and create a thriving workforce in the process.| 9Change Expert’s Guide

Joy at Work is employee willingness to:Commit, participate, be accountableTrustBelong and act with cohesionAdapt and growDemonstrate respectAct with integrity10 | Change Expert’s GuideJoy at Work exists when:The company, leaders and managers create the environment and extend the invitation to employees to contribute in this way+Employees accept the invitation

Our definition of Joy at Work emphasizes the employee’s willingness to contribute to the health and performance of the workplace by acting in these ways: Commitment, participation, accountability, trust, belonging, cohesion, adaptability, growth, respect and integrity. This willingness comes from an individual’s personality, values and life experiences yet can certainly be encouraged or diminished by their workplace. To achieve and sustain Joy at Work, the people and the company both play a role. Companies can make joy a priority in the workplace but if the employees don’t accept the invitation to contribute in this way, it won’t work. On the other hand, an individual may be willing to participate, adapt and act with integrity but if the company doesn’t value that contribution, it will be difficult for the employee to experience Joy at Work.Joy at Work is not a destination, it’s a practice. To experience the benefits of joy in the workplace, it’s a state of being to be cultivated deliberately and intentionally by both the company and people who work there.What is Joy at Work?Participationan employee’s willingness to invest their energy and unique capabilities to achieve the group’s goal.Commitmentwillingness to remain focused and keep promises even when achieving them becomes difficult and requires additional effort.Accountabilitywillingness to be held to promises inherently expected of their role and those they declare publicly.Trustwillingness to risk being dependent on others for personal success.Belongingwillingness to be part of the group with the purpose delivering their unique capabilities to achieve the group’s goal.Cohesionwillingness to work with the group as a united force to achieve the purpose of the group.Adaptabilitywillingness to consider new information and make a personal adjustment, in service of the group’s purpose.Growthwillingness to improve, explore, learn, integrate new information, and take on bigger, different or more complex tasks.Respectwillingness to demonstrate an understanding of the unique value of others.Integritywillingness to behave ethically aligned with a moral code and personal set of values that are aligned with the group’s values.| 11Change Expert’s Guide

Leaders…Have the vision, authority, budget and accountability to create and cultivate a joyful workplaceManagers…Have the authority and accountability to reinforce and encourage a joyful workplaceEveryone…Has the invitation and accountability to participate and contribute to a joyful workplaceJoy Roles and Accountability12 | Change Expert’s GuideLeadership sets the tone for organization. The culture of most companies can be traced to the CEO and strong personalities at the top. That said, managers usually have the most direct impact on the employee’s experience because they either decide or significantly influence how employees are evaluated, what projects they work on, who they work with, what behavior is encouraged and what behavior is/isn’t tolerated. Adding to this, every employee has a significant impact on the experience everyone they work with has at work, including their manager. Everyone has a role and accountability for creating Joy at Work.

Talking about joy in the business world may seem odd. It can be polarizing -- some connect with it immediately and see it as an ultimate goal and some see it as completely irrelevant and off-putting. As with most things, it’s important to meet people where they are. Even folks who want more joy in the workplace may not be ready to talk about it with you given current pressures.In the initial stages of change, most people are looking for a life preserver. Change experts often find themselves asked to participate in a change because there’s a risk the company is seeking to avoid or a difficult situation that must be overcome. Talking about joy in this context may be the wrong timing.Starting the relationship by taking care of immediate concerns is a way to open willingness to discuss possibilities for joy as part of the change process. Using phrases like, “growing trust” and “strengthening relationships” is usually acceptable language in the workplace and is often highly desirable to leaders due to the traction that may be achieved.Once you sense others see your case for joy as part of the change process, ask specific questions:• What’s the big potential win as part of this change and how would people behave ideally to make that happen?• What’s the lasting positive potential for the company’s culture?• Imagine it’s six months from now and you are thoroughly excited about work. What’s happening on the team that makes you feel that way?These and other Visioning questions can be found in the Initial Conversation Guide in your Change & Joy toolkit. Encourage leaders to articulate their ideal, however unlikely it may be to them, because in their answers you’ll hear the pain they most wish would disappear and the dreams they have for work. You can then add/adjust goals and strategies in your change approach to achieve what they have in mind.As humans, we have a natural tendency to protect ourselves from disappointment so thinking this way can seem frivolous. If the people you speak with express this concern, you may need to show them what’s possible over time rather than dig in.Joy in the business context| 13Change Expert’s Guide

Going through change together can increase joy in the workplaceChangeHow does it impact people?Joy at WorkHow do people respond?TrustAccountabilityAdaptabilityGrowthRespectBelongingParticipationCommitmentCohesionIntegrityThe Business GoalDone well and with intention, every change presents an opportunity to strengthen relationships and build trust. History is filled with epic stories and examples, but this idea applies to the workplace for even the most mundane business changes.14 | Change Expert’s Guide

Foundational ConceptsConnecting Theory to Practical Application| 15Change Expert’s Guide

Many people are familiar with Change Leadership and Change Management, but most do not know what the work is. Even HR experts and MBA graduates today are only taught theory. Given how ubiquitous change is in the workplace this seems like a big miss! Many are left on their own to figure out what to do and it’s easy to get the approach wrong due to the unpredictable and sensitive nature of change in the workplace.The models in this section are meant to give you a practical way to:• Make sense of what’s happening in the environment at any point in the process• Understand the focus and tactics of your work and work of others• See the risks and opportunities to drive progressThe models give you a clear way to think about the work you do and where you are in the Change process. They are also depicted as simple illustrations so you can use them as tools to discuss a change with others.Theory in Practice16 | Change Expert’s Guide

Change Management is the practice of applying a structured approach to transition an organization from a current state to a future state to achieve expected benefits.The Standard for Change Management, 2014Association of Change Management Professionals (ACMP)Change Leadership is the act of inspiring people toward a vision. | 17Change Expert’s Guide

32514Wrap-upWhat will help sustain adoption?What was learned for the next change?ImplementHow are people responding?What are the signs of adoption?CreateHow will barriers be overcome?What will make it easier for people to adopt the change?InvestigateWho is involved?What does the change mean to them?Jump StartWhat is the change?A structured change management approach typically follows these phases.The Phases of Change: your Point of View18 | Change Expert’s Guide

Adopt – I’ve successfully integrated the change into my work.• How do you know everyone has fully adopted? What are they doing?• What are leaders doing to reinforce and sustain adoption?Test & Learn – I’m actively integrating the change into my work.• What actions demonstrate people are integrating the change?• What are leaders doing with their teams to support the change?Understand – I understand how the change impacts me.• How do you know people understand how the change impacts them?• How do you know leaders understand how it impacts their team?Engage – I’m engaged and aware of the change.• How do you know people are engaged and aware of the change?The Phases of Change: their Point of View| 19Change Expert’s Guide

0301022. CommunicateWhat can you share with your people now that will help them make progress toward the change?What would help them for you to acknowledge that you don’t know yet but will commit to sharing in the future?3. Seek ReactionsWhat reactions were as you expected? Which were you surprised by? What additional information could you seek to understand what’s behind the reactions?1. Understand the ImpactFrom the point of view of your people, what information do they need to know now? How will this help them with the change?How would they react ideally? What would most help to achieve this reaction?Change Leader’s Empathy Cycle20 | Change Expert’s Guide

5Wrap-upWhat will help sustain adoption?What was learned for the next change?4ImplementHow are people responding?What are the signs of adoption?3CreateHow will barriers be overcome?What will make it easier for people to adopt the change?2InvestigateWho is involved?What does the change mean to them?1Jump StartWhat is the change?Change Leaders…EngageUnderstandTest & LearnAdoptThe people impacted…312CommunicateSeek ReactionsUnderstand the ImpactLeaders…A Combined View of Change| 21Change Expert’s Guide

JoyEmotional CapitalPsychological SafetyPSInterpersonal Risk-TakingECTrusting RelationshipJEmotional ConnectionStarting with those leading the change, a culture can be developed to encourage ideas and concerns to be voiced without fear of negative consequences. This influences the experience of those impacted by the change.1A Joy at Work Intention:Over time , the practice of Psychological Safety builds trust and Emotional Capital among those leading the change and the people impacted by it.Emotional connection among people creates the conditions and motivation to do great work and navigate adversity together; in many cases a group that achieves this state is strengthened by adversity.23VDDetailWhat we mean specifically.Information and analysis that guides collaboration to achieve the vision.CThe work in three components:VisionWhy we are changing.Alignment on the intention, goals, risks and opportunities.CollaborationHow we do this together.Active collaboration between the team, leadership, and change influencers to lead people to change.22 | Change Expert’s GuideChange & Joy Architecture

1. Why we are changing.First, an intention is set by answering the question, “what should the change process feel like to everyone involved?” Examples: It should feel like a “non-event” or “exciting” or “a difficult but worthwhile investment”• The intention is initially described by leadership and then clarified after the change impact is understood3. How we do this together.With the change strategy set, the team, leadership and change influencers work together to achieve the change with the intention guiding their words and actions; this includes:• Information sharing among the team and message delivery to the larger community• Feedback gathering and evaluation; understanding how people are impacted; reinforcing progress2. What we mean specifically.Next, a change impact evaluation begins as grounding for the change approach• This is the documented background and foundation on which the change approach is based; it’s updated periodically based on ongoing data collection and analysis; it serves as a reference for collaborationVVisionWhy we are changing.Alignment on the intention, goals, risks and opportunities.DDetailWhat we mean specifically.Information and analysis that guides collaboration to achieve the vision.CCollaborationHow we do this together.Active collaboration between the team, leadership and change influencers to lead people to change.JoyEmotional CapitalPsychological Safety1.SayingWriting things down and committing provides Psychological SafetyThe connection between the two:2.DoingThe intention in action builds trust and Emotional Capital over time3.FeelingUltimately, the team and larger community experience joy in their workChange & Joy Architecture Process:| 23Change Expert’s Guide

24 | Change Expert’s Guide4 Change & Joy Philosophies

Your Change & Joy ToolkitYour Work in the Change Process| 25Change Expert’s Guide

Change Phase Tuesday ThursdayWeek 1Get Started Initial Conversation GuideThe Change StoryPeople Picture & Communication PlanWeek 2InvestigateChange Impact AssessmentChange LensChange Influencer PartnershipHow to Create a Change NetworkWeek 3Create & ImplementChange PlanSponsorship PlanChange Metrics IdentifierMeasurement PlanWeek 4Wrap-upChange Leadership IntentionChange Leader Coaching GuideChange Feedback SearchCollect & Interpret Feedback GuideWeek 5Student-focused TopicsChange Concerns Check-inYour toolkit supports the entire change process, from beginning to end. The tools below in bold green-blue font are designed to give you the option to use them with leaders. The tools in gold font are for Change Experts working on complex, higher-risk changes.The quality of the Leader-Change Expert relationship is important in any change which is why these tools were created for you to involve your leadership team in the process. Throughout the course, we'll talk about how to use these tools effectively to establish your trusted advisor relationship with leaders.Change Pro’s Toolkit26 | Change Expert’s Guide

| 27Change Expert’s GuideQuestionTool1“How do I get started?”Initial Conversation Guide2“How do I get the leadership team aligned on what we are ready to communicate?”The Change Story3“How do I keep track of everyone to involve them in the right way?”People Picture & Communication Plan4“How do I help leaders understand the impact of the change to people?”Change Impact Assessment5“How do I do a deeper analysis of the impact to people to understand the risks and opportunities?”Change Lens6“How do I involve influencers in a way that’s constructive?”Change Influencer Partnership7“How do I engage a group of advisors across stakeholders?”How to Create a Change Network8“How do I develop and document the strategies that will make it easier for people to adopt?”Change Plan9“How do I keep leaders informed and give them guidance to help people make progress?”Sponsorship Plan10“How do I identify the best change metrics that are worth discussing to make decisions?”Change Metrics Identifier11“How do I create an approach to help us see how well people are progressing?”Measurement Plan12“How do help leaders set an intention for how they want people to experience the change process?”Change Leadership Intention13“How do I coach change leaders?”Change Leader Coaching Guide14“How do I help leaders notice and collect the feedback around them?”Change Feedback Search15“How do I create a feedback collection and evaluation approach?Collect and Interpret Feedback Guide16“How do I tune into what’s worrying me about the change and create strategies to mitigate the risks I see?”Change Concerns Check-inBelow you'll see the questions that often come up and the tools designed to address them.

Everyone’s point of view is valid, even if I disagree or don’t understand it.28 | Change Expert’s Guide

Week 1: Jump StartSize up the change problem, solve the communication challenges, and build stakeholder engagement| 29Change Expert’s Guide

Companies have always changed to respond to risk and opportunity:Change is a part of doing business30 | Change Expert’s Guide• New competitors• New products• Research and development• Compliance• Recruiting and retention• Shifting employee needs• New markets• Mergers• Technology updates• New leadership• Shifting customer needs• Investor expectations• OutsourcingAdding to this is recent pressure – the influence of the pandemic on work:• Reactive digital transformation• More virtual collaboration• Fast-evolving roles, responsibilities, priorities• New managers• New colleagues• Work from home, back to the office, hybrid

We experience change all the time. We know when change goes well and when it goes wrong. And some change experiences are particularly memorable. Think back to a time that you were part of a change that went really well. What was that like? How did it feel? What happened to make it feel that way? Now, think about a time you were part of a change that went really badly? What was that like? How did it feel? What happened to make it feel that way? | 31Change Expert’s GuideYour Experience

Prepare for your first meeting with the CEO using the Initial Conversation Guide.• What do you know at this point?• What are you curious about?• What assumptions are you making?• What 2-3 questions do you most want to ask?• How can you use this conversation to build your relationship with the leader?The Initial Conversation32 | Change Expert’s Guide

Leads the strategy for implementing and managing the impact of changeCommunicates the change to the organization -- the purpose, the goals and why the change is happeningAct as ambassadors for the change among their sphere of influenceCommunication, Training and HR partners participate in the change initiative, either directly or by providing guidance to the Leader, Change Lead, and TeamChange LeadLeaderPartnersThe Expert The Voice The Ambassadors The AdvisorsTactically:• Creates and implements the change strategy• Coaches' leadership and the team to lead change as part of their role• Works with partner teams to develop and execute the communication, training and organizational design work• Monitors feedback channels; raises adoption risks and recommends/performs mitigating actionsTactically:• Promotes awareness through large group meetings, forums, team meetings and other stakeholder gatherings• Advances support for the change by sharing information with peers and other leaders• Shares feedback received with the Change Lead and other members of Leadership• Regularly reviews feedback, taking action in response as neededTactically:• Collaborates with people outside the team to gather input and socialize the initiative• Communicates information about the initiative to people outside the team as part of informal and formal interactions• Shares feedback received from people outside the team with the Change Lead and LeadershipTactically:• Works with the Change Lead to develop and execute the communication, training and organizational design work• Provides guidance to the Change Lead and Leadership about the organization’s communication, training and HR processes and best practices• Acts as experts for the audiences they serve and representA shared responsibility to lead changePartnersMembers of the TeamLeaderChange Lead| 33Change Expert’s Guide

LeaderChangeLeadPartnersMembersoftheTeamChange LeadWhat is happening with people and what is the best next step to make progress?Members of the TeamWhat can I do to reinforce the messages that people need to hear?LeaderWhat do people need to know now and how can I remove obstacles that are in their way?PartnersWhat do I see from my perspective that will most help people make progress?PeopleA shared responsibility to lead change34 | Change Expert’s Guide

Staying curious versus assuming resistance –Why are they struggling? What’s behind that?How you think about people will have an influence on them. Your words and actions will be guided by how you think about them and often they will respond in kind.The People: Thinking with Generosity| 35Change Expert’s Guide

You are…solidifying the visionPhase 1: Jump StartWhat is the change?What’s happening in the environmentCuriosity, questions, excitement, nervousness, skepticism and denial – a mix of emotional reactions and behaviors, plus rumors about whether the initiative will even happen.People are becoming engaged and may seek to understand what the change means to them.What to doAcknowledge things are just getting started and not everything is known yet. Communicate the basics of the change to address immediate questions. Start a process for keeping people informed on a regular basis. Build trust by keeping the regular updates going. 136 | Change Expert’s Guide

Your focus as an Expert1. Begin a partnership with the leader to clarify what’s changing. 2. Begin to understand who is involved and what the change means to them.3. Address immediate communication needs. 4. Initiate relationships with the leaders and others contributing to lead the change.The Initial Conversation• Meet with the leader to understand the business goals and scope of the initiative.• Begin earning a trusted advisor relationship to help them lead their people through this change initiative.Sketching out the People Picture• Begin to fill in the picture of stakeholders and what the change means to them.• Use the People Picture and Communication Plan as a guide to record and evaluate stakeholder impact and involvement.Who else should you talk to?• Who else do they recommend you talk with to get their perspective?• How can they connect you to those stakeholders?Phase 1: Sizing up the change| 37Change Expert’s Guide

This is a rational response for many reasons:A negative reaction to change is not unusual38 | Change Expert’s Guide• Changes announced in the past did not happen• People feel like the impact to them, and others, is not understood; they don’t know how to make that clear and what they’re empowered to do about it• Change with promises of big outcomes were made but fell short of expectations• People feel like beginners rather than the accomplished professionals they’ve worked to become• Previous changes have gone poorly• People are annoyed because rather than optimizing their work they now must think more basically about how to do their workWhat can you do?2. Do what’s reasonable to make it easier for people to change1. Understand the impact to others

| 39Change Expert’s GuideWhat did it mean to you?• What did you need to do differently?• How big a change was that from your perspective? Why?• How surprised were you by the change? How surprised were you by your reaction? Why?• What did others want you to do ideally? What would have made that easier for you to do that?• What does that tell you about what’s important to you?Your Experience

What do we know now about the change?Leadership Skyward’s Change Story40 | Change Expert’s Guide

What WhyNowWhatHow WhenBenefitsWhy are we doing this work? What isn’t working? What’s the opportunity?What is changing? What are we doing? What are the facts? What don’t we know yet that would help to acknowledge?What benefitsdo stakeholders get if we do this work and do it right?How will this happen? Are there different phases? How will we interact with stakeholders?When are the key milestones for this work? Is there a timeframe?What willstakeholders notice happening next?Other benefits:• Creates a common understanding among the leadership team.• Helps the leadership team communicate consistently.• It’s a handy reference to use when communicating.• The leadership team can revisit and update the story as the change progresses and new decisions are made.The Change StoryThe Change Story is a useful technique and tool to gather all the relevant information about a change in one place. Ideally, the leadership team works together to answer these questions so they have an opportunity to clarify important questions they have and will likely need to answer.| 41Change Expert’s Guide

Interpreting what’s indirectly saidInterpreting what’s directly saidHow big this? What’s important to the leader? What’s their stake in this? Why have they asked for my help rather than just doing it themselves? What are the possibilities for me to make a positive impact on achieving the goal? Do I trust this person? Is there substantial change work here or not? How will this leader treat their people during the change process? Is this an ethical initiative? Given what I can offer the situation, is it worth bringing me in to help?Phase 1: Sizing up the change42 | Change Expert’s Guide

1For example:• Everyone must learn a new ordering system• Interactions and processes will change• Managers may be more empowered to make decisionsWhat will people need to do differently?What is the expected reaction and why?2For example:• Some may be suspect about why they should embrace the “new way”• Resistance in general because there’s comfort with what works todayWhat does successful implementation look like?3For example:• Managers and team members barely notice the change• Everyone is prepared and aligned• Everyone is wowed by the changeAre there any pressing needs today?4For example:• How do employees become willing participants during change• We don’t want to surprise them| 43Use the Change Impact Assessment tool to understand what the change means to your team.Analyzing ImpactsThis is probably the most significant step you can take as a leader because it helps you see the change through the eyes of others and prepares you for conversations with your team.Change Expert’s Guide

44 | Change Expert’s GuideWeek 1 Takeaways

Week 2: Evaluate & BuildIdentify barriers and leverage points, create strategies to make change easier, and coach others to lead people to change| 45Change Expert’s Guide

321The Work ItselfHow much of their focus is on apply their skills and talents, creating value, and achieving the goals of the company?Internal StrifeHow much of their focus is on interpreting workplace politics, managing conflict with colleagues, protecting themselves from job loss, working about other threats? External ForcesHow much of their focus is on distractions and threats that come from outside the company? How much focus do they give to a threat before they recover and adapt?What can be done to reduces fears related to internal strife and external forces so they’re free to focus on the work itself?46 | Change Expert’s GuideWhere People are Focused

| 47Change Expert’s GuideWhat did it mean to them?• What did they need to do differently?• How big a change was that from their perspective? Why?• How surprised were they by the change? How surprised were you by their reaction? Why?• What did you want them to do ideally? What would have made that easier for them to do that?• What does that tell you about what’s important to them?Your Experience

What does the change mean to people?Leadership Skyward: Assessing the Impact48 | Change Expert’s Guide

What to askThe Interview6 Impact Questions:1. What will people need to do differently, based on what you know about the change today?2. From their perspective, how big a change is that?3. What is the expected reaction? Why?4. What does a successful implementation look like?5. How has change gone in the recent past? What impact does that have on this change initiative?6. Are there any immediate needs to address today?Background Questions:• What is the objective and timing of the change?• Why is the change happening now?• How does it align with the vision and values of the organization?• What would happen if no change was made?• What would happen if the change was managed poorly?• Who are all the stakeholders that will be impacted by the change?• What are the biggest risks or barriers to success?| 49Change Expert’s Guide

You are…gatheringstakeholderinputPhase 2: InvestigateWho is involved?What does the change mean to them?What’s happening in the environmentMore people become engaged as awareness spreads; there’s more interest in understanding what the change means to them.What to do250 | Change Expert’s Guide

Gather Perspectives• Interview people that are impacted to get their thoughts on the change; meet with representatives of major stakeholder groups if meeting with everyone is unrealistic.• In every interview, ask who else would be a good person to talk to (could be an influencer!)Fill in the Gaps of the People Picture• Make sure you get input from every stakeholder group to complete the picture, using the Stakeholder Analysis and Communication Plan as a guide.• Gather more input from those that are highly impacted.Build Support Among Influencers• Make a note in the interviews of those that seem to be influential among the group.• Determine ways to involve and inform them as change partners. Your focus as an Expert1. Meet with people to understand how the change impacts everyone.2. Identify risks; identify what will make it easier for people to adopt.3. Garner the support of influential stakeholders.4. Continue to communicate and clarify what’s changing.Phase 2: Understanding the impacts to people| 51Change Expert’s Guide

Change Management is…Identifying the Change Goal…the practice of applying a structured approach to transition an organization from a current state to a future state to achieve expected benefits.The “What” part of the change goal answers these questions:• What are the expected benefits of this change?• What is the people dependency on achieving the expected benefits?Joy at Work is employee willingness to….Commit, participate, be accountableTrustBelong and act with cohesionAdapt and growDemonstrate respectAct with integrityThe “How” part of the change goal:• Increase or sustain these dimensions• And prevent a decrease across the dimensions52 | Change Expert’s Guide

ChangeHow does it impact people?Joy at WorkHow do people respond?TrustAccountabilityAdaptabilityGrowthRespectBelongingParticipationCommitmentCohesionIntegrityThe Business GoalThe Change GoalHow you do that *+What people need to do differently to achieve the expected benefits =* In Phase 2 you discover the “how” possibilitiesThe Change Goal| 53Change Expert’s Guide

54 | Leadership Pressure in the Context of ChangeChange Expert’s GuidePhase 1: Get StartedWhat is the Change? Why, Who, Where, How, When?Phase 2: InvestigateWho’s involved? What does the change mean to them?Phase 3: CreateHow will barriers be overcome? What would make change easier?Phase 4: ImplementHow are people responding? What are the signs of progress?Phase 5: Wrap-upWhat will sustain the benefit? What was learned for the next change?Pressure From others:• What is this? • Why are we doing this? • Is this really going to happen?Pressure From others:• When will decisions be made?• How soon can I get more information?• How can I provide my recommendations?Pressure From others:• When is help going to be available?• When can I see a finished product?Pressure From others:• How can I get more help?• When will we be done with this?Pressure From others:• What was accomplished?• Was it all worth it?Solidifying the visionGathering stakeholder reactionsDeciding what to doExecuting the planLearning and celebratingPressure From Self:• Did I/we make the right decision?• Are we ready to handle this?• Am I prepared to answer questions and manage reactions?Pressure From Self:• Are we getting the important things done?• Are the other leaders engaging in this?Pressure From Self:• Are people listening and paying attention?• Will we hit our public deadlines?Pressure From Self:• Are people making progress?• Have we accounted for everyone that’s impacted?• Are we seeing any benefit yet?Pressure From Self:• Did I/we make the right decision?• Did we get the results we were looking for?• How did I perform?• How will I be evaluated?

| 55Change Expert’s GuideWhat did it mean to them?• What exactly were they being asked to do?• What was at risk for them personally? To their team? What could be the ripple effect of that?• How confident were they in the initiative?• How confident were they in the people there were dependent on to succeed?• What would have made it easier for them to lead the change?Your Experience

Who are the people everyone else looks to before they decide how to respond?Leadership Skyward’s Influencers56 | Change Expert’s Guide

Influencer Stakeholder Analysis| 57Change Expert’s GuideInfluencer NameWhat’s the influencer’s role?What’s unique about their role?What’s their interest in the change?What would they say about the change today?What would you like them to say about the change?What would they do ideally to support the change?What would most help them support the change?

Interpreting what’s indirectly saidInterpreting what’s directly saidFrom their perspective, how big is this? What’s important to them? What’s their stake in this? What are some possibilities for making this easier for them and others to achieve the change goal? How credible is their information?How influential are they among others? What’s most alarming them? What do they have to gain or lose?What’s their attitude toward the change initiative? The leader? Me? Why?How likely will their influence be a problem? A good thing? Phase 2: Understanding impacts to people58 | Change Expert’s Guide

Decide what influencers to focus on Identify the stakeholders that are influential among the people that are impacted by the change. Leaders who others often look to for reaction before they take action. 1Lead an Influencer Stakeholder Analysis conversation The people who should participate are those who will work together proactively to manage stakeholder expectations.2Identify the actions needed based on the analysisWhere are the biggest influencer support risks? What steps can you take easily to involve influencers appropriately? Where is it worth putting some additional focus?3Periodically revisit the analysis to see what has changedOver time things will change – influencer support will change, some will leave, and some new influencers will join the effort. By periodically conducting this analysis, you’ll make better informed decisions and reduce unwanted surprises. 4| 59Managing Stakeholder ExpectationsUse the Change Influencer Partnership tool to understand the point of view of change influencers and how to best involve them.Change Expert’s Guide

60 | Change Expert’s GuideWeek 2 Takeaways

| 61Change Expert’s GuideWeek 3: Grow Stakeholder ConfidenceAnticipate and manage reactions and establish a practical measurement approach for true insights

This model gives you a clear way to think about the work you do and where you are in the Change process. You first clarify the change as much as possible based on what is known and understood in the beginning. Then you talk to people to find out who is involved and how they are impacted. Once you have that information you can begin to create strategies to make it easier for people to change. You then implement these strategies and pay attention to how people are responding. You'll often need to create more strategies depending on that response which is why we see the Create & Implement phases as cyclical until adoption is achieved. That's when you move into the final phase of learning and celebrating the achievements.This is a deliberately simple illustration of change as a process.Phases of Change: your Point of View62 | Change Expert’s Guide32514Wrap-upWhat will help sustain adoption?What was learned for the next change?ImplementHow are people responding?What are the signs of adoption?CreateHow will barriers be overcome?What will make it easier for people to adopt the change?InvestigateWho is involved?What does the change mean to them?Jump StartWhat is the change?A structured change management approach typically follows these phases.

This model describes how the people who are impacted experience the change. They first engage in the change, becoming aware of it. They then understand how the change impacts them and what they will need to do differently. Next, they begin to test and learn to try integrating the change into their work. Finally, they successfully integrate the change and are now in a business-as-usual state. In this state people can move on to optimizing their work, which was their focus before the change disruption.This model is useful because you can ask yourself, what are the signs of progress? How will I know people are engaged? How will I know they understand how the change impacts them? How will I know they are trying to integrate the change into their work? How will I know they have fully adopted? Answering these questions leads to insights and the ability to recognize risks and reinforcement opportunities as the change progresses.Adopt – I’ve successfully integrated the change into my work.• How do you know everyone has fully adopted? What are they doing?• What are leaders doing to reinforce and sustain adoption?Test & Learn – I’m actively integrating the change into my work.• What actions demonstrate people are integrating the change?• What are leaders doing with their teams to support the change?Understand – I understand how the change impacts me.• How do you know people understand how the change impacts them?• How do you know leaders understand how it impacts their team?Engage – I’m engaged and aware of the change.• How do you know people are engaged and aware of the change?| 63Change Expert’s GuidePhases of Change: their Point of View

What most resonates with you so far? What questions do you have now?Your Experience64 | Change Expert’s Guide

What would make it easier for people to make the transition?| 65Change Expert’s GuideLeadership Skyward: Creating a Change Strategy

Leadership Information Education Involvement IntegrationLeader broadcast messages, blogs, videosLeader Q&A sessionsLeader visitsLeadership Team meetingsCompany news channelsInternal team channelsForums, COPs, COIs, COEsInternal company website or information sitesDemosSimulationsVideosHelp filesHands-on experiencesTrainingChange networksWorkflow or product design sessionsFocus groupsMessage development and distribution through othersPolicy, process, documentation updatesOrganizational and role design updatesValues alignmentWhat do people need from their leaders?What information do they need and expect?What knowledge and skills do they need?How to involving people in the change? How can the change be integrated?66 | Change Expert’s GuideStrategies that Clear the Path

You are…deciding what to doPhase 3: CreateHow will barriers be overcome?What will make it easier for people to adopt the change?What’s happening in the environmentPeople begin to fully understand and internalize what the change means to them and start to test and learn to integrate the change into their work.What to do3| 67Change Expert’s Guide

You are…executingtheplanPhase 4: ImplementHow are people responding?What are the signs of progress?What’s happening in the environmentPeople are testing and learning and through that process they grow their understanding of what they need to differently.What to do468 | Change Expert’s Guide

Provide a Variety of Support• Select a few things that will make it easier for people to adopt. This could be involvement tactics like work design groups or change networks; it could be education tactics like training, learning videos or help files; It could be communication tactics like a website or information forums.Check for Effectiveness, Adapt and Provide More• See how people respond to the support provided and look for additional things that could make the most difference. This could be a simple as making improvements to the support you’re already providing or creating something new.Tap into Influencer Support• Look for ways that influencers can participate in these tactics to demonstrate their support for the change.Your focus as an Expert1. Create and implement things that will make it easier for people to adopt.2. Work with change leaders to interpret and act on the feedback.3. Pay attention to signs of progress; use change metrics and reporting.4. Continue to communicate and clarify what’s changing.| 69Change Expert’s GuidePhases 3/4: Introducing support and noticing reactions

ChangeHow does it impact people?Joy at WorkHow do people respond?TrustAccountabilityAdaptabilityGrowthRespectBelongingParticipationCommitmentCohesionIntegrityThe Business GoalSigns of ProgressHow people react and impact the change+How support is adjusted to help people=70 | Change Expert’s GuideSigns of Progress

1234Too inexactToo subjectiveToo qualitativeToo difficultExact is unnecessary; directional is good enoughSubjective is useful combined with other measure typesQuantitative alone is not as powerful as combining with qualitativeScale the measurement effort based on the level of risk| 71Change Expert’s GuideSkeptics versus Value

Why do you want to know about how to measure change? What will it solve for you?72 | Change Expert’s GuideYour Experience

What would be worth monitoring and discussing for decision-making?| 73Change Expert’s GuideLeadership Skyward: Developing Metrics

Self ReportedWhat people self-report about their progress.Observable BehaviorsBehavior you see objectively.Existing MetricsA change to the existing company metrics.123ActionableInsights• What changes in the existing metrics and self-reported channels are notable?• What behavior are we noticing?• Does anything stand out as a theme?• What risks do we see?• What actions could we take to reinforce progress?Use the Change Metrics Identifier exercise to decide what metrics are the most useful to monitor your change progress.74 | Change Expert’s GuideMetrics that Lead to Insights

| 75Change Expert’s GuideWhat are the signs of progress?

Interpreting what’s indirectly saidInterpreting what’s directly saidFrom their perspective, how is the change going? What concerns do they have? What do they need now? What will they need next? What are some possibilities for making this easier for them and others to achieve the change goal? Is there another reason for their reaction that has nothing to do with the change initiative itself?How much of an influence are they having on others? How likely will their influence be a problem? A good thing? Phases 3/4: Introducing support and noticing reactions76 | Change Expert’s Guide

The ROI of Managing Change| 77Change Expert’s GuideWhat is the return on your investment in Change Management for your project?B-CaseBusiness Case ValueProb Probability of SuccessCost Cost of Change MgmtROIReturn on InvestmentThis is the value of the change initiative delivered by people.This is the probability of success if an email is sent about the changeWhat do the people and activities engaged in change management costThis is the value expected from applying change management activities1-B-CaseBusiness Case ValueProb Probability of SuccessCost Cost of Change MgmtROIReturn on Investment1-

78 | Change Expert’s GuideWeek 3 Takeaways

Week 4: Monitor & AdaptEvaluate feedback and change metrics, recognize progress and risks, and make adaptive moves to reach the change goal| 79Change Expert’s Guide

When change is introduced, people pay more attention to the words and actions of their leaders because they see this as a cue for how they should respond. People do this because they are simply trying to understand how they can succeed in this new world the leader describes. Leaders who understand this, and who are intentional about treating their people with respect, play an influential role in how well the change goes.The Change Leader's Empathy Cycle is a tool to help leaders tune into how people are impacted, what people need to hear from them and how people are responding to their messages. While this might seem obvious, in practice this is a useful tool because leaders are under considerable pressure when they're leading an organization to change. By asking themselves these questions they can see what's happening more clearly and focus on the role they play in leading the change. This is something they do throughout the change process.Change Leader’s Empathy Cycle80 | Change Expert’s Guide0301022. CommunicateWhat can you share with your people now that will help them make progress toward the change?What would help them for you to acknowledge that you don’t know yet but will commit to sharing in the future?3. Seek ReactionsWhat reactions were as you expected? Which were you surprised by? What additional information could you seek to understand what’s behind the reactions?1. Understand the ImpactFrom the point of view of your people, what information do they need to know now? How will this help them with the change?How would they react ideally? What would most help to achieve this reaction?

| 81Change Expert’s GuideHow could you talk about Change & Joy in a way that resonates?Your Experience

How can you help them make sense of what’s happening and decide what to do?Leadership Skyward: Coaching Leaders82 | Change Expert’s Guide

The Change Coaching Conversation| 83Change Expert’s GuideThe Change Leader’s role is to create the conditions to make it easier for people to do things in a new way, so the value of the change is achieved.Change Coaching is about helping the leader see people-related risks and opportunities so they can take that into consideration when they choose what to say or do in the moment to lead their people to change.The spirit and flow of the conversation:• Here’s what I notice.• Here’s why I think it’s relevant.• Here’s the risk/opportunity I see.• Here’s my grounding for that.• I have a recommendation I can offer and discuss. That said, I know my context is different from yours and can’t see what you see, so I offer it up to you so you can see what resonates and what else comes up.

Phase 1: Get Started Phase 2: Investigate Phase 3: Create Phase 4: Implement Phase 5: Wrap-upPressure From others:• What is this? • Why are we doing this? • Is this really going to happen?Pressure From others:• When will decisions be made?• How soon can I get more information?• How can I provide my recommendations?Pressure From others:• When is help going to be available?• When can I see a finished product?Pressure From others:• How can I get more help?• When will we be done with this?Pressure From others:• What was accomplished?• Was it all worth it?Solidifying the vision Gathering stakeholder reactionsDeciding what to doExecuting the plan Learning and celebratingPressure From Self:• Did I/we make the right decision?• Are we ready to handle this?• Am I prepared to answer questions and manage reactions?Pressure From Self:• Are we getting the important things done?• Are the other leaders engaging in this?Pressure From Self:• Are people listening and paying attention?• Will we hit our public deadlines?Pressure From Self:• Are people making progress?• Have we accounted for everyone that’s impacted?• Are we seeing any benefit yet?Pressure From Self:• Did I/we make the right decision?• Did we get the results we were looking for?• How did I perform?• How will I be evaluated?Leader Pressure in the Change Context84 | Change Expert’s Guide

0102030405ShockedAngryDisengagedSkepticalIrritatedConfusedOpenImpatientFrustratedHopefulEncouragedDeterminedAppreciativeCreativeEnthusiasticWhere are you?Where are others?| 85Emotion Check-inChange Expert’s Guide

You are…learningandcelebratingPhase 5: Wrap-upWhat will help sustain adoption?What was learned for the next change?What’s happening in the environmentPeople have successfully adopted – they have fully integrated the change into their work.What to do586 | Change Expert’s Guide

Gather Perspectives• Find out how the change went from the perspective of a wide variety of people.• Use surveys, focus groups, lessons learned sessions, retrospective events or other channels to collect that data.Recognize People• Look for a variety of ways to meaningfully recognize the work people did to adapt.• Be sure recognition and celebration reinforces the aspects of the culture that improves organizational and team effectiveness.Integrate Learnings• Evaluate the outcomes of the change against the business goal: Was the goal achieved?• Evaluate the change process: How did the change strategies mitigate the people dependency risk and accelerate progress? How can these strategies be integrated into work practices from here?Phase 5: Learning and celebrating the achievementsYour focus as an Expert1. Work with leaders to publicly recognize individuals for their work to adopt; celebrate the organization’s the overall accomplishment.2. Close out the work in general.3. Listen for how the change went for people and how this can be applied to future changes.| 87Change Expert’s Guide

People are not usually upset by what is changing. Where people get upset is how the change is handled.88 | Change Expert’s Guide

Notice your reactions and explore the root cause1Clarify what’s changing and what’s not2Clarify what’s in your control and what’s not3Create a vision of the future and set small goals for yourself to get there4Recognize your progress and keep going 5| 89Tuning into Your ReactionsChange Expert’s Guide

• Where are you on the Emotion Check-in? • Where is most of the organization? How can you and other change leaders adjust your leadership style to meet them where they are?• Can you paint a picture of the future that’s aligned with the change vision?• What do you need to do or know to be authentic and support the future?• What will help you to be fully present with people?Prepare YourselfLead Others• Be more visible and available than usual• Keep your promise to give regular updates, even if that means saying that there’s no new information yet• Listen, be patient, hold space for people to express themselves• Be clear about why a change is happening; connect it to the company’s purpose and values• Look for opportunities to reinforce progress people are making90 | Leadership PresenceChange Expert’s GuideWhen change is introduced, people pay more attention to the words and actions of their leaders because they see this as a cue for how they should respond.

ChangeHow does it impact people?Joy at WorkHow do people respond?TrustAccountabilityAdaptabilityGrowthRespectBelongingParticipationCommitmentCohesionIntegrityThe Business GoalDone well, going through change together can increase joy in the workplace| 91Change Expert’s GuideAntifragileWas Joy at Work increased?+How well was the change managed so that it did not negatively impact other work?=

The previous Change Process models are clear and orderly which is useful for taking a closer look at what's happening and making decisions about what to do. The models work together as illustrated here with overlap between phases.The phases overlap because:• It takes a while before everyone involved is identified and engaged in the change process. • It takes at least some investigation before the change itself is clear and fully understood.• Sometimes people need to test and learn before they fully understand what they need to do differently.• New strategies are often created and implemented until the change is fully adopted.This overlap is normal and an expected part of the process.Change Process Across All Views92 | Change Expert’s Guide

| 93Change Expert’s GuideHow could you evaluate rumors to understand Joy at Work?Your Experience

What is the feedback telling you people need most now?Leadership Skyward: Interpreting the Feedback94 | Change Expert’s Guide

What People Are Saying and Doing| 95Change Expert’s GuideFeedback in the usual context is about critique, what was done well and what can be improved. In the Change context, feedback means the signs you’re seeing that the change is progressing or not. This includes what people are saying directly and indirect through their words and actions. Reviewing the feedback:• What trends do you notice within roles, levels or areas of the company?• Are there any inconsistencies across the feedback categories?• How has the data changed over time?• How superficial is that feedback and is that a problem?• How focused are we on the negative? The positive? Is that balanced given the overall picture?• What might be worth investigating further and how can that be done?

Surveys, focus groups, interviews, staff meetings, advisory groups.1Hallway conversations, anecdotes, rumors.2Existing report metrics that may indicate employee behavior change.3Formal Feedback ChannelsInformal Feedback ChannelsExisting Report DataUse the Change Feedback Search tool to proactively gather data about how the change is landing with your team.Three Main Feedback Sources96 | Change Expert’s Guide

Is it really about something else, like a decision that needs to be made?How can we address this in a way that brings calm and builds trust?What concerns is it reflecting? Is it real? Imagined?Is it an unnecessary distraction for people? A disruption?| 97Rumor ManagementChange Expert’s Guide

Interpreting what’s indirectly saidInterpreting what’s directly saidFrom their perspective, how did it go? What did they like? Dislike? Why?What improvements do they recommend for future initiatives?What positive opportunities do they see ahead?Where did they struggle? How well did they adapt? Why?Were their fears realized?What’s their attitude toward the change initiative, the leader, me, the company now? Why?How has their Joy at Work been impacted?How likely will they support the next change based on this experience?Phase 5: Learning and celebrating achievements98 | Change Expert’s Guide

Ways to Look at Change| 99Change Expert’s Guide

Week 4 Takeaways100 | Change Expert’s Guide

Week 5:NavigateThe CCMP credential, what-if scenarios, and bonus topics based on student interests| 101Change Expert’s Guide

The CCMP Credential:1. What is the Certified Change Management Professional (CCMP) credential?2. CCMP Flashcards3. CCMP Candidate Handbook4. LinkedIn Study GroupChange Certified Management Professional (CCMP) basics*102 | Change Expert’s GuideWhat is it? Who is it for?The CCMP (like any professional certification) is aconfirmation from the profession's recognizedauthority that you have the knowledge and experience expected of Change Professional. The goal is to advance the profession by setting a standard for quality and expertise. This is especially important today because the profession is relatively young. Many will claim expertise but have very little knowledge or experience. This designation makes it clearer for people who hireto find the expertise they need.It's for professionals that specialize in Change Management, Project Management, HR, Communication, Training, Process Management -- anyone that is responsible for change adoption.How do I know if I qualify?Guidance for eligibilitySpecific requirements:• 4-year degree or international equivalent• 3 years (4200 hours) of Change Management experience• 21 hours of Change Management training within 7 years of taking the examOr• Secondary education• 5 years (7000) hours of Change Management Experience• 21 hours of Change Management training within 7 years of taking the examWhat does it cost?$595 for ACMP Members; $745 for non-ACMP MembersACMP Membership - $199If you need to retake the exam, you can do that twice within the same year: $300: Members, $375: Non-membersDoes it expire?Yes, after 3 yearsTo keep your certification from expiring, you log 60 hours of professional development (PDUs); professional development includes things like, attending webinars, classes, conferences and reading books.Renewal costs: $100: Members; $150: for Non-membersWhat is the exam like?150 multiple choice questionsNo math!Three hours to complete, on site or onlineHow do I apply?There’s a guide to help you enter your education, experience and training; you also need to correctly answer 3 out of 5 essay questions demonstrating your experience (maximum 500 words per essay); ACMP also holds a monthly webinar to answer questions about the CCMP andreview the process for applying* Accurate as of September 2024

CCMP Notes| 103Change Expert’s Guide

104 | Change Expert’s GuideWhat-if Scenarios Notes

| 105Change Expert’s Guide

Change & Business Practices106 | Change Expert’s GuideChange work is applicable to every business practice.Integrating Change methods and techniques into business practices based on what’s valued about the practice makes it more effective.

There are many ways to integrate a Joy at Work mindset in the work you already do.| 107Change Expert’s GuideHow can the approach to this change improve employee engagement?Expect MoreWhich joy dimensions emerge as a risk to the goal? Or leverage?Look at AssessmentsHow can you help your leaders see these risks in a balanced way?Talk in Risk TermsHow can the team be empowered to positively impact engagement?Involve the TeamHow can you keep stakeholders in a non-judgmental space?Stay Curious-firstHow can this be set up to be a valuable part of leadership discussions?Discuss RegularlyWhat data would be useful to monitor throughout the change?Create MeasuresWhich signs of progress are not obvious to your stakeholders?Point to the SignsMake creating the conditions for people to thrive at work part of your practiceWays to integrate Joy at Work into your current practice

108 | Change Expert’s GuideWeek 5 Takeaways

Change & Joy Case StudyA real-world example| 109Change Expert’s Guide

The Project TeamDesigning the new system for the companyThe AmbassadorsPreparing the company for the changeThe ManagersWill use the new systemThe Situation:• 10k managers review their employee’s compensation annually• Old system no longer meets the needs of organization’s size and complexity• The chosen system is unpopular• The system is only used by managers once a year• Everyone needs to have confidence in the whole processThree Major Players:A new Compensation System110 | Change Expert’s Guide• What’s the risk?• What’s the opportunity?

Jess, Product OwnerMember of the Project TeamDesigning the new system for the companyJade, HR DirectorAmbassadorPreparing the company for the changeZakia, Marketing VPManagerWill use the new system| 111Change Expert’s GuideI want the Project Team to feel valued, consulted and included in decision-making appropriately, confident in themselves, supported by leadership and inspired to make the transition a great experience for the Ambassadors and the Managers across the company.I want Managers to feel generally informed but not overly so, like their needs have been considered, like they’re spending the right amount of time getting up to speed and performing their tasks relative to the bigger picture of their role as managers, and feel they are able to confidently communicate what’s new to their employees.• How does a Joy at Work intention mitigate risks? • What’s the potential for near-term success? • What’s the potential long-term impact on the culture?I want the Ambassadors to feel informed, like they have what they need to communicate information that’s relevant to their Manager stakeholders, consulted and involved appropriately in decision-making and confident in the Project Team.

Jess, Product OwnerMember of the Project TeamDesigning the new system for the companyJade, HR DirectorAmbassadorPreparing the company for the changeZakia, Marketing VPManagerWill use the new systemI want the Project Team to feel valued, consulted and included in decision-making appropriately, confident in themselves, supported by leadership and inspired to make the transition a great experience for the Ambassadors and the Managers across the company.I want Managers to feel generally informed but not overly so, like their needs have been considered, like they’re spending the right amount of time getting up to speed and performing their tasks relative to the bigger picture of their role as managers, and feel they are able to confidently communicate what’s new to their employees.I want the Ambassadors to feel informed, like they have what they need to communicate information that’s relevant to their Manager stakeholders, consulted and involved appropriately in decision-making and confident in the Project Team.Trust: Believe they will get what they need to make the transition without difficultyAdaptability: Use the system and follow the process to ask for helpCommitment: Prepare themselves and others for the changeAccountability: Share information with clients and back to the projectParticipation: Anticipate and raise risksCohesion: Pull together to solve problems112 | Change Expert’s Guide

The intention illustrated in the path used to guide people through the transition.| 113Change Expert’s GuideJoy at Work metrics used to monitor and reinforce progress.

Stakeholder survey questions used in Phase 1:Sales Teams Leaders, Business Leads & HR Consultants:1. I am proud of the approach we’re taking to help managers transition to the new system.2. I understand my role as a [name of role] in leading this change.3. I believe we are investing the right amount of time and effort to successfully make the change happen.4. I feel comfortable talking to my business partners about what’s coming.5. I can count on my Ambassadors to provide me with the support and information I need to participate in leading this change.6. My biggest concern is…7. I’m most encouraged by...Ambassadors:1. I am proud of the approach we’re taking to help managers transition to the new system.2. I understand my role in leading this change.3. I believe this is the right investment of my time.4. I feel comfortable asking questions and raising the risks I see.5. I can count on the program team to provide me with the support I need to lead this change.6. My biggest concern is…7. I’m most encouraged by...Operations Team:1. I am proud of the approach we’re taking to help managers transition to the new system.2. I understand my role and my team’s role in leading this change.3. I feel comfortable asking questions and raising the risks I see.4. I believe we are investing the right amount of time and effort to successfully make the change happen.5. I can count on the team to include me and keep me informed.6. My biggest concern is…7. I’m most encouraged by...Program Team, Help Desk & Partner Teams:1. I am proud of the approach we’re taking to help managers transition to the new system.2. My team is set up well to participate in leading this change.3. I feel comfortable asking questions and raising the risks I see.4. I believe we are investing the right amount of time and effort to successfully make the change happen.5. I can count on the program team to keep me and my team informed and appropriately included.6. My biggest concern is…7. I’m most encouraged by...Sales Team Leaders, Business Leads, HR Consultants, Partner Teams:1. I understand why we’re moving to the new system.2. I understand how I’ll be kept informed leading up to and throughout the launch process.3. I have what I need to help lead this change.4. I feel ready to help make this a smooth transition for everyone.5. Questions and comments I have…Operations Team and Program Team:1. I understand how the Command Center is set up to manage and resolve issues.2. I understand how communication will flow to keep everyone informed pre, post and during go-live.3. I have what I need to participate in leading this change.4. I feel ready to help make this a smooth transition for everyone.5. Questions and comments I have…Ambassadors:1. I’m comfortable with how I’m set up to interact with the Command Center to raise and resolve issues.2. I understand how communication will flow to keep everyone informed pre, post and during go-live.3. I feel ready to help make this a smooth transition for everyone.4. Questions and comments I have…Stakeholder survey questions used in Phase 2:114 | Change Expert’s Guide

Notes| 115Change Expert’s Guide

For changes that are particularly hard to make personally, it’s useful to focus in on what’s in the way. Here are some questions to contemplate:• What pain will you experience as part of getting what you want?• What will you have to give up to get what you want?• How will others react to the changes? How will you prepare for that?• What are the old stories you’re telling yourself about you (the situation, others) that no longer serve you?• What will get in your way and what will you do now to make sure that doesn’t happen?116 | Want to go deeper?Change Expert’s Guide

We are a change and culture company making work part of a life well-lived – Joy at WorkRoxanne Brown is the CEO of The Change Decision and a change expert. She has 25 years of experience in leading C-Suite transitions, multi-million dollar change programs, and coaching countless leadership teams. She is also the former global President of the Association of Change Management Professionals (ACMP). Roxanne’s thinking has inspired companies to look at change as a lever for strengthening culture.Ed Cook is the President of The Change Decision and a decision-making and analytics expert. He is an experienced leader of large multinational organizations and complex initiatives. He's a former Navy pilot and flight instructor, and currently a Professor at the University of Richmond, teaching Analytics in the Robins School of Business. Ed brings an inspiring and inventive approach to leading change.Roxanne and Ed launched The Change Decision to make work part of a life well-lived through how business change is done, connecting change to Joy at Work.Why Joy at Work? Because how you handle change has a lasting impact on your culture and how ready people are for more. Every change presents an opportunity to grow Joy at Work.About The Change DecisionConnect with Us@thechangedecision@ed-cook@roxanne-brownthechangedecision.comhttps://www.thechangedecision.com/blogLinkedIn Instagram Medium Website@thechangedecision@thechangedecision

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