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Leadership SkywardCase of a hangar relocation and team mergerLeadership Skyward BackgroundLeadership Skyward is an aviation leadership experience and development company that holdstwo-day and three-day executive leadership workshops that improve communication anddecision-making for executives as practiced in an aircraft cockpit. The differentiator for thecompany (their hook) is that they take the workshop participants flying so that they can exercisethe skills (learned on the ground) in the air.The ChangeLeadership Skyward acquired a related aviation company, MillionAir, about a year ago. MillionAirtrains the wealthy to be pilots. Their focus is on high-net-worth people who not only want to learnto fly but want to do it in high-end, high-performance aircraft. This meshes with LeadershipSkyward’s focus on a high-end, high-touch experience as they teach decision-making andcommunication skills to executives.Because of the economic downturn, there was an opportunity to purchase a hangar and adjoiningoffice facility on the airfield where Leadership Skyward is located that would house bothoperations under one roof. This was significant savings in real estate costs because it moves thetwo operations out of leased space which is quite expensive. Additionally, the larger hangar hasbetter equipment for aircraft maintenance which should improve the speed of aircraftmaintenance because the planes won’t have to be moved to another facility and repaired byanother company.For the team at Leadership Skyward, this is literally a move to the building next door. For the teamat MillionAir, it means a location change of 50 miles. For some, that shortens their drive to workbut for others, at MillionAir, the drive is significantly longer.Leadership Skyward History and StructureLeadership Skyward was founded in 2017 by Ed “Paddles” Cook, a former Naval Aviator who flewthe C-2A Greyhound, the Navy’s cargo plane that lands on the aircraft carrier. He was also a flightinstructor and also did the early test and development for the C-2A’s paradrop capability.There are 84 members of Leadership Skyward broken out into 5 groups:1. Aircrew operate the aircraft and deliver the experience to clients.2. Maintenance keeps the aircraft in top shape not only for safety but for the customerexperience since the clientele is paying significant prices they expect much.1 www.thechangedecision.com

3. Operations handles the services and coordination of airport interactions both at the homeairport as well as at the airports that Leadership Skyward sometimes visits.4. Sales & Marketing creates the outward face of the company that brings in clients fromawareness to the completion of booking a workshop.5. Client Experience manages the complete experience of the client from transportation tohotels and restaurants.Business ModelLeadership Skyward conducts 12 to 14 workshops per month with a fairly even balance of 2-dayand 3-day sessions. The workshops are typically capped at eight people. The structure is such thatone aircraft can be used with up to four people. For groups larger than four people another, largeraircraft is needed. The standard two-day workshops are typically between $35k and $50k and thestandard three-day workshops are $55k to $90k. Leadership Skyward will customize theworkshops and conduct them at other airports. These changes increase the fee of the workshop.Last year’s total revenues were $11.9M with healthy profitability. Squadron members (employees)of Leadership Skyward receive excellent benefits and are generally paid slightly above what theywould make in comparable jobs in other aviation companies.MillionAir History and StructureMillionAir was founded in 2015 by wealthy hedge fund managers who had developed a love forflying. They soon found that a love for something was no substitute for turning it into a business.Although the company was profitable for the first few years, lack of management acumen andaviation industry knowledge soon began to take its toll and the revenues of the company slippedwhile costs climbed slowly skyward. With the global pandemic, MillionAir was well into the redwhich motivated them to find a merger partner. When Leadership Skyward made the offer to buythem outright, the hedge fund managers leaped at the deal and the opportunity to exit the aviationbusiness.There are 114 members of Million Air broken into 4 groups similar to Leadership Skyward but notthe same.1. Aircrew are the Certified Flight Instructors (CFI’s) who not only teach but stove to deliveran “experience” to clients.2. Maintenance keeps the aircraft in top shape not only for safety but for the “experience”since this is a high-end group of students expecting to be pampered.3. Sales & Marketing creates the outward face of the company that brings in student pilots.They are themselves pilots who often fly to prospects taking them flying in the aircraft.4. Client Experience manages the complete experience of the client from transportation tohotels and restaurants as well as the operations associated with working at the homeairport of the client so that instruction happens close to home.2 www.thechangedecision.com

MillionAir Business ModelThe business model is simple in that it is the same as any other flight school but different in that itoffers a very high-touch experience. Whereas a typical hour of flight instruction might cost $200for Million Air that is over $600 (and can be as high as $1000) because of the nature of the aircraftthat are used and the experience delivered. This means that the client base is very small with fewthat would be willing to pay such fees, but the profitability can be much greater because of thehealthy margins such prices produce.The Change NarrativeRelocation/Merger (CEO and Ops VP are driving; Ops VP is playing the role of a Change Expert;LT is leading and everyone is involved)● Ed, the CEO, and Jess, the VP of Operations, have been talking about a potential hangarpurchase opportunity for months but they didn’t really take it seriously until they got a callfrom the broker with an extremely favorable price. Now they can’t ignore it. It’s completelyobvious it’s the right thing for the company yet they know this is going to be a significantchange for everyone at Leadership Skyward, especially the MillionAir team given the 50mile distance to the new location. It could damage the company if it’s not managedproperly. People could leave which could impact the customer experience. It could alsohurt their reputation in the industry, which the pilots won’t like, and hurt their reputationlocally with suppliers who are critical to the experience they’re known for. Ed knows heneeds to lead this well so he asks Jess to take the lead on driving the change process withhim and the leadership team so they all stay aligned and focused.● (Plan) Jess opens The Change Story template and creates a first draft. She notes thequestions she expects from the LT and the questions they’ll likely get from their teams,many of which they don’t have answers for yet. She starts an FAQ document to put thequestions in one spot.● (Plan) Ed and Jess meet to review the draft Change Story. They then use the ChangeImpact Assessment Worksheet to do a quick assessment of each team in both LeadershipSkyward and MillionAir. This helps them prepare for discussing this with the LT onWednesday. They use the Announcement Message template to decide what to includewhen they share the decision with the LT. They add a few more questions that occur tothem to the FAQ.● In the LT meeting, Ed starts the meeting by announcing the decision. He talks about how hearrived at the decision and recognizes at a high level the impact to the teams.● The Leadership Team is stunned. They were not expecting this. Ed explains what he’swilling to do to make this transition happen and asks the team to share their initialthoughts. The team expresses a lot of concern, much of which he agrees with. Heencourages them to keep talking by asking, “what else is a concern?” a few times. After the3 www.thechangedecision.com

group has talked for a while, he remembers the advice in The Change Story ConversationGuide and asks the group to remember the three questions from the tool:a. What do you like about this change?b. What are the biggest challenges?c. What are your recommendations for overcoming these challenges?● This leads to some more discussion and processing the implications. Ed then moves to wrapup the conversation by asking them for two things:a. Give this some more thought over the next day; Ed will meet with each of themindividually this week to discuss.b. Hold this decision in confidence; do not share this with anyone until we agree onhow we will communicate and lead this change together.● Ed emphasizes what’s at stake if this change is not managed properly and asks for theirhelp in making the right decisions for each member of the team and the company.● After the meeting, Ed and Jess have a quick debrief conversation. They agree that he needsto follow up with the MillionAir VPs right away to emphasize his commitment tounderstand what the implications are and what can be done that’s reasonable to make thetransition easier for the teams. Jess adds to the FAQs based on the LT conversation.● By the end of the week, Ed met with each VP to hear concerns. Some are still processingbut most are already talking about the potential upsides for their teams and themselvespersonally. One of the VPs is having an especially difficult time with this because he justfinished building a house that’s more than 50 miles away from the new location. Ed askshim to use the Lead a Change You Dislike Worksheet in the Change Concerns Check-intool to get clear about the situation and what the VP needs to lead their team. They agreeto talk about it next week. Ed sends a note that afternoon out to all the VPs toacknowledge he’s met with everyone and thanks them for their take on the risks andopportunities. He says in the LT meeting next week they’ll discuss this as a group anddecide what the near-term next steps will be.● In the next LT meeting, Ed shares the initial themes he heard from everyone and asks theVPs to elaborate and ask questions. In that meeting, they discuss the risks and somepotential mitigators. They also talk about lessons learned from other changes they’ve beenthrough. Ed shares that he has asked Jess to take the lead in driving the change process forthe group so that they all lead this together. As part of driving this, Jess says she willconduct a deeper impact assessment with their help so she can draft a change plan. Sheplans to meet with each VP individually to do this evaluation. She invites them to take alook at the Change Impact Assessment Worksheet in the Change Impact Assessment toolto prepare for that conversation.● To get ready to meet with the VPs, Jess uses the Change Impact Assessment Worksheetto do an initial assessment herself for each team. She uses this as a starting point for eachconversation. After she completes these VP meetings, she uses the Change ImpactAssessment Results template to integrate the themes, risks, opportunities andrecommendations. She also updates the draft Change Story now that she’s more aware of4 www.thechangedecision.com

the implications of the change and what’s important to be ready to communicate. Jessshares these docs with Ed as a pre-read before the LT meeting.● In the following LT meeting, Jess introduces the assessment results and what that couldmean for the Change Plan. They discuss this and agree on recommendations. Jess thenintroduces the draft Change Story and FAQ so the team can react and refine the content ofthese communication tools. After some discussion and editing, Ed says he wants to spendthe next LT meeting on the Change Leadership Intention so they agree on how they willcarry out this change together. He asks them to take a look at the Change ExperienceWorksheet (team version) in the Change Leadership Intention tool and give it somethought.● (Plan) Jess decides to draft a Change Plan based on the LT discussion. She uses all of thetemplates in the Change Plan tool except for the slides on the metrics and adoptionindicators. She wants to do at least some of that with the LT.● She and Ed meet to discuss how to announce this change to the whole team. They use theAnnouncement Message template to draft a version. This message will come from Ed butneeds to immediately be followed up with the VPs connecting with their teams to addressinitial reactions and answer questions.● Jess uses the Communication Plan template and the Communication Planning Advice inthe Change Plan tool to draft a plan for announcing the change.● In the next LT meeting, Ed leads the discussion using the Change Experience Worksheet todecide what they want the change experience to be like for everyone and how they leadtogether to get there. The group is now aware of the teams that are most likely to be upsetby the change and where extra support is probably going to be needed.● Jess then shares the draft Communication Plan and Announcement Message fordiscussion. After finalizing this, she lets the group know she’s drafted an initial Change Planthat she will send to them for comment. She says she will also follow up with themindividually to make sure the plan will address each team’s needs. They agree to have onefinal LT meeting next week to prepare for the announcement tentatively scheduled forThursday, the next day.● (Execute) The LT held their final preparation meeting and reviewed the Change Plan Jessupdated based on her individual check-ins with the VPs.● The next day, Ed sent out the announcement and the rest of the announcement messagingfollowed the Communication Plan. The LT used The Change Story and FAQ as a referencein their team meetings. The LT had a group call at the end of the day to share reactions andnext steps. They did that for the next three business days.● In the LT meeting the following week, the group reviewed the Change Vision andCommunication Plan as a reminder of where they are in the change process. Theydiscussed and agreed on immediate next steps. Then Jess said she wanted to start theprocess to measure adoption progress using the Change Metrics Identifier tool. Since theyhad not yet decided on metrics as part of developing the Change Plan, she started thediscussion using the Change Progress and Adoption Indicators template. They discussedthe signs they’re looking for that indicate adoption progress and signs of risk to watch out5 www.thechangedecision.com

for. They finished the conversation by doing some quick metric brainstorming using theChange Metrics Brainstorming Worksheet. This discussion would give Jess enoughinformation to draft a set of metrics. She then asked the LT to use the See and Collect theFeedback template to start noting the feedback about the change that they get directlyfrom team members and what they notice happening in their daily interactions. Betweentheir collective observations and the metrics, they will be able to have informeddiscussions about risks and progress.● Jess uses the rest of the worksheets in the Change Metrics Identifier tool and documentsthe metrics using the Change Metrics template. She adds this to the Change Plan andsends this to the LT for comment.● In the next LT meeting, the team discusses the metrics and the feedback they’ve eachobserved since the announcement. They take a look at the Change Vision as a reminder oftheir plan. They also look at the Interpret the Feedback Framework, the Change LeaderEmpathy Cycle and the Act on the Feedback Framework in the Change Feedback Searchtool to discuss how well people are adopting the change and decide what to do to reinforceprogress. They update The Change Story and FAQ to reflect the latest decisions about thechange.● Now that the change is in progress, Jess decides to put some thought into how to keep thewhole company informed about this progress. She uses the Communication PlanningAdvice and Update Message template in the Change Plan tool and adds to the existingCommunication Plan. She drafts an update message to go out from Ed to the wholecompany. She sends these to the LT for comment.● In the next LT meeting, they briefly discuss communication and spend most of the time oninterpreting the feedback and metrics and making decisions about the change. By now, theLT is comfortable having these conversations.● This regular LT discussion and communication out to the team continues for the next sixmonths. During this time, bigger concerns do pop up so they use the Concern Worksheet(team version) in the Change Concerns Check-in tool to evaluate the situation and decidehow to handle it. At one point they realize that in nearly every team there’s someone whothe rest look to before they decide how to respond. Jess asks the LT to use the Find YourChange Influencers Assessment, the Influencer Impact Worksheet and the InfluencerStakeholder Analysis to identify the relationship these influential team members havewith the team and how they might be differentially involved as their team would expect.They discuss this at the following LT meeting and agree on how to effectively involve theseteam members as part of the Change Plan.● Every other month Jess sends out a Pulse Check-in Survey that the LT developed using theSample Surveys for Data Collection in the Change Metrics Identifier tool. They do this togauge how the team is doing and then use the Survey Results Message template to sendthe whole team the results highlights and next steps. The LT uses a set of TeamEngagement questions in their one-on-ones to gauge team health. Ed frequently stops intoteam areas to check how people are doing. Ed also highlights progress and what he’snoticing in his monthly Hangar Meetings with the whole team.6 www.thechangedecision.com

● (Reinforce) Eight months after the announcement, everyone is settled and working in thenew space. The LT agrees it’s time to officially close the change work. Jess leads the groupin deciding how to report and celebrate the results of the change. She uses theCommunication Planning Advice and Wrap-up Message template to guide theconversation. They agree to do a results-and-thank-you message from Ed with a request tothe teams to participate in Lessons Learned sessions and an invitation to a celebrationevent. The LT is assigned to:a. Lead a Lessons Learned conversation with their teamb. Decide how they want to recognize their team in the celebration● They agree to get that done within the next two weeks in time for the celebration. Theyalso decide to send a survey to the entire company to invite people to recognize theirpeers. This recognition will be shared at the celebration up on the big hangar wall.● The final celebration is set up like a client experience, reflecting the special treatment bothbusinesses give to their clients. In his remarks during the event, Ed highlights the outcomesof the change, the challenges and Lesson Learned, and how this aligns to the vision he hasfor the company. He recognizes Jess for her work to lead this and some of the things sheand the LT have learned about leading a change like this. He thanks everyone for workingtogether to make this new combined team location a success.The takeaway from this story is: As a Change Expert, you can use these tools to involve theleaders in a way that feels appropriate to them -- not too much or too little. The tools can bepresented to leaders in a way so that it’s easy for leaders to integrate them into their daily work.With this guidance from you and the tools, leaders stay aligned and work through the difficultiesthat come up. What could be a messy and upsetting transition that impacts the company’sperformance is instead led with confidence.Here’s what you can’t control, but here’s what you can: You cannot control how well the leaderslead their teams or whether they use the tools but you can use the tools as a way to facilitate aconversation with leaders about what to practically do and how to lead. You can also use the toolsto have regular thought partner conversations to interpret what’s happening using metrics andfeedback, and decide what to do to mitigate the risks.How this change builds Joy at Work: Through the impact assessment process the LeadershipTeam became aware of what’s important to each team. They were then able to create a changeplan that brought the teams together based on what they value and acknowledge where theydisagree on what’s important. This treats everyone with respect and facilitates openness to buildrelationships across the two businesses.7 www.thechangedecision.com

The ToolsThe Change StoryWhat do I know now and what am I ready to communicate?WhatWhyBenefitsHowWhenNow WhatThe companypurchased anew aircrafthangar, andall operationswill move intothis newlocation thisyear. TheLeadershipSkywardteam willmove in firstfollowed bythe MillionAirteam soonafter.This is anopportunityto takeadvantage ofrecentfavorablecommercialspace pricesand save onthe cost oftwo leases.Beyond costsavings, bycombiningthe skills andexpertise ofthe teams,there’s anopportunityto improvethe customerexperience,strengthencustomerrelationshipsand growrepeat salesand referrals.This is also anopportunityto addressthe interestsexpressed byboth teams tolearn acrossaircraft andcustomerexperienceoffers.TheMaintenanceVPs andteams willworktogether todecide how toset up thehangar space.The otherteams willmeet todiscuss whateach teamneeds so theycan maintainthe customerexperienceduring thismove:Marketing,Logistics andOperations.The VP ofOps willdevelop andoversee theRelocationPlan; thepilots will beconsulted forinput.This planningwork willbegin nextmonth.LeadershipSkyward isexpected tobe fully upand runningin the newhangar by theend of Q2 andMillionAir byend of Q4.There’s still alot to bedecided soyou’ll be keptinformedthrough yourVPs and inour weeklyHangar AllHands. You’llbe asked toparticipate inplanningsessions overthe comingmonths.8 www.thechangedecision.com

Change Impact AssessmentHow are people impacted by the change I’m introducing?1: What will people need todo differently?2: From their perspective,how big a change is that?3: What is the expectedreaction and why?Mechanics Teams will share ahangar.Marketing Teams need tolearn more about all customerexperience offers to cross-sell.Logistics Teams andOperations Teams will needto take an integratedapproach where it makessense.Mechanics: This is a bigchange; safety andoperational effectivenesscould be impacted.Marketing: This is a bigchange; it’s a new expectationand may impact incentives.Logistics and Operations:This is less clear because it’shard to see where integrationis needed without deeperanalysis.Mechanics: Concern isexpected; that said, they areexperienced professionals andare likely to take this on as animportant challenge.Marketing: Expect a lot ofquestions about timing anddetails; likely to be overallexcited.Logistics and Operations:Expect a mixed reaction; a lotof decisions need to be made.4: What changes are in recentmemory and how did they go?5: What would a successfultransition look like for them?6: What would make it easierfor them to change?Leadership Skyward: A yearago a shift in the airfieldprocedures wascommunicated late causing animpact to several customerexperiences; the team seesthis change as poorlymanaged.Both teams: When thepandemic hit, leadership tookimmediate steps for thehealth and safety of thecompany; the employeeswidely regard this change ashandled very well.Mechanics: Both teamsparticipate in identifying thebest hangar set up and how tomake the move happensmoothly.Marketing: Both teams learnfrom each other and worktogether to develop animproved product marketingapproach.Logistics and Operations: Amore integrated approach islikely to happen slowly so thatthe customer experience canremain a top priority foreveryone.Mechanics: The CEO and VPsneed to communicate supportand confidence in the teams’ability to make the changehappen.Marketing: Set upcross-training opportunities;participate as customers tounderstand the experiencefirsthand.Logistics and Operations:Help the teams create a set ofguiding principles so they canwork on integrating andmaintaining the customerexperience.9 www.thechangedecision.com

Change Impact Assessment ResultsWhat are the people-related risks, opportunities and strategies to achieve the change outcomes?ThemesRisks/OpportunitiesRecommendations1MillionAir employees mayleave due to a longercommute to the newaircraft hangar.This could demoralize therest of the organization,especially the MillionAiremployees who decide tostay.Conduct a deeper analysisof the impact to eachperson and identify viableoptions.2The mechanics need toshare the new hangar.If this isn’t done well itcould impact safety,customer experience andthe cost to run thecompany.Create an approach for themechanics to makedecisions together abouthow to set up and use thenew hangar.3The pilots may not respectthe business and customerprofile that’s new to them.This could damage moraleoverall.Set up opportunities forthe pilots to learn aboutthe two businesses andhow they each contributeto the aviation industry.4Both Leadership Skywardand MillionAir getconsistent high customerexperience ratings.Knowing this could helpthe group feel proud towork with each other.Share customer experienceapproach across bothcompanies and whatcustomers like the most5Both teams take good careof their hangars,equipment and planes; thisis a source of pride.Learning they have this incommon could increaserespect for each other.Involve both groups inmoving the equipment ofboth companies to the newhangar.10 www.thechangedecision.com

Change PlanChange VisionHow would the Change Plan be described on one page?Situation:Leadership Skywardpurchased a newhangar recently; boththe LeadershipSkyward (LS) andMillionAir (MA) teamswill move to the newlocation by the end ofthe year.Complication:For MillionAiremployees, the newhangar is located 50miles from theircurrent location. Bothteams and businesseshave been operatingindependently inseparate spaces formany years.Intention:● Everyone works together to move tothe new hangar on time and in a waythat doesn’t disrupt the customerexperience of both businesses.● Everyone feels respected during therelocation process and quicklybecomes comfortable operatingtogether in the new space.● Leadership Skyward is publicly seenas a strong, adaptable company thatmade smart decisions tosuccessfully bring together thepeople and cultures of twocompanies.Risks:MA employees may leavedue to the longer commute;this could impact the clientexperience, companyreputation and overallmorale.Teams may not respect thebusiness and client profilethat’s new to them.Opportunities:Although the businessesare very different fromeach other, they haveseveral things in commonthat could be a source ofshared pride: Highcustomer experiencescores and safety scores;very well regarded in theindustry.Change Metrics:● 90%+ participation in Ed’s monthlyHangar All Hands● Survey: “I’m proud to be a memberof the team.” 80% T2B by end of May● Customer Satisfaction scorestrending up by EOY● Cross-sells trending up by EOYStakeholders:● LS/MA Aircrew Teams – Maintain theclient experience during the move● LS/MA Maintenance Teams – Set up andshare the new space; maintain safetystandards and client experience● LS Operations Team – Oversee andcoordinate the move● LS/MA Sales & Marketing Teams –Cross-sell across LS and MA● LS/MA Client Experience Teams –Maintain the experience while learningabout both businessesStrategies:● Encourage and provide creative ways forteams to learn about both businesses● Involve Hector, the Airfield Manager, indeveloping and executing the relocation plan● Analyze the 50-mile hangar move impact toeach member of the MA team to determineoptions to make it easier for them torelocate/commute● Ask the two Maintenance Teams to togetherdecide how to set up the new space andcoordinate the move11 www.thechangedecision.com

Change Plan SummaryWhat is the situation and the plan to achieve adoption?Leadership Skyward recently purchased a new hangar and plans to move the Leadership Skywardand MillionAir teams into the same hangar over this year.An impact assessment was done to determine the risks and opportunities for a successful moveand working together in one location while maintaining their current highly-rated customerexperiences:● 5 people interviewed one-on-one● 6 teams participated in focus group interviewsRisk & OpportunityBiggest Risk:Attrition of MillionAir employees because the new hangar is 50 miles away from their currentlocation; significant attrition could hurt the company’s reputation and be demoralizing for thewhole team.Biggest Opportunity:Both Leadership Skyward and MillionAir get consistent high customer experience ratings and havea great reputation in the industry which could be a source of pride for the whole company.The PlanThis Change Management Plan supports the successful transition to the new location, workingwell together in the same space and a positive impact on the customer’s experience.● The Change Story [see page 3]● Impact Assessment Themes & Recommendations [see page 5]● Change Approach Timeline● Stakeholder Leadership● Change Progress & Adoption MeasurementThe main outcome of the plan is to grow a deep respect across teams for what each brings to thecompany.12 www.thechangedecision.com

Change Approach TimelineHow will the change strategies roll out over time?EngageUnderstandTest & LearnMovedinto newlocationAdoptOctoberNovemberDecemberJanuaryFebruaryMarchAprilEd holdsinformationsessionabout thechangeOpeninvitationfor the teamto visit thelocationLaunchOn-SiteAdvisoryGroup;weeklymeetingsBi-monthlycompany-wide forumwithLeadershipTeamBi-monthlycompany-wide forumwithLeadershipTeamOn-SiteAdvisoryGroupweeklymeetingsCompany-widecelebrationretreatCreate across-func-tional teamto beginplanningmovecoordina-tionWeeklyon-siteinformationsessions andnetworkingeventsBeginmovingequipmentto the newhangar andoffice spaceMainte-nance TeamLeadershold dailystand-upswith thewhole teamto shareprogressMainte-nance TeamLeadershold dailystand-upswith thewhole teamto shareprogressBeginMainte-nance TeamSessions tocreateSafetyStandardsMainte-nance TeamLeadershold dailystand-upswith thewhole teamto shareprogressOn-SiteAdvisoryGroupweeklymeetingsInviteemployeestoparticipatein a LS orMA serviceas acustomerRecruitOn-SiteAdvisoryGroupmembersOn-SiteAdvisoryGroupweeklymeetingsTeamEngagementSurveyTeamEngagementSurveyTeamEngagementSurveyWeekly updates sent by email and posted on BasecampWeekly Leadership Team discussion to evaluate the feedback13 www.thechangedecision.com

Leadership Skyward StakeholdersLeadership Skyward has 84 members across 5 groups:StakeholderChange RoleInterestDegree ofImpactExpectedPerception1AircrewOperate the aircraftand deliver theexperience to clients.New hangarMedium-HighNegative2MaintenanceKeeps the aircraft intop shape not only forsafety but for thecustomer experiencesince the clientele ispaying significantprices, they expectmuch.Will share the samespace with theMillion AirMaintenance Team.HighNegative3OperationsHandles the servicesand coordination ofairport interactionsboth at the homeairport as well as atthe airports thatLeadership Skywardsometimes visits.New office; willcommute and workin the office.Medium-HighNegative4Sales &MarketingCreates the outwardface of the companythat brings in clientsfrom awareness tothe completion ofbooking a workshop.New office; willcommute and workin the office.Medium-HighNegative5ClientExperienceManages thecomplete experienceof the client fromtransportation tohotels andrestaurants.New office; willcommute and workin the office.Medium-HighNegative14 www.thechangedecision.com

MillionAir StakeholdersMillionAir has 114 members across 4 groups:StakeholderChange RoleInterestDegree ofImpactExpectedPerception1AircrewThe Certified FlightInstructors (CFI’s)who not only teachbut stove to deliveran “experience” toclients.New hangarMedium-HighNegative2MaintenanceKeeps the aircraft intop shape not only forsafety but for the“experience” sincethis is a high-endgroup of studentsexpecting to bepampered.Will share the samespace with theLeadership SkywardMaintenance Team.HighNegative3OperationsCreates the outwardface of the companythat brings in studentpilots. They arethemselves pilotswho often fly toprospects takingthem flying in theaircraft.New office; willcommute and workin the office.Medium-HighNegative4Sales &MarketingManages thecomplete experienceof the client fromtransportation tohotels andrestaurants as well asthe operationsassociated withworking at the homeairport of the clientso that instructionhappens close tohome.New office; willcommute and workin the office.Medium-HighNegative15 www.thechangedecision.com

Change LeadershipWho are the major change leaders/influencers involved and how will they work together to leadthe change?Change LeaderChange RoleEd CookCEO/FounderPrimary decision-maker; everyone across thecompany will look to him to say how well thechange is progressing overall for thecompanyLeadership TeamVPs for all Leadership Skyward (LS) andMillionAir (MA) functionsKeep their teams informed about newdecisions and gather their reactions/ideas;have regular discussions as a LeadershipTeam about the feedback to decide best nextstepsFredaPilot (Highly regarded by the whole teamgiven her commitment and longevity with thecompany)Share her reactions to decisions; encouragecolleagues to talk to leadership aboutconcerns/recommendationsHectorAirfield ManagerCommunicate airfield procedures forrelocations; recommend ways to work betterwith airfield operationsCassandraChief Mechanic (Highly regarded by theMechanics teams given her expertise andimpressive track record)Inspire the two Mechanics teams to workwell together16 www.thechangedecision.com

Stakeholder Visual:17 www.thechangedecision.com

Communication PlanHow will stakeholders be kept informed throughout the change process?TimingMessageNameAudienceChannelPurposeReviewers110/2Ed’s MoveDateAnnouncementEntirecompanyMonthlyHangar AllHandsAnnounce therelocation timing andhow the team will besupported andinvolved in thetransitionLeadershipTeam2Weekof10/2VP/TeamDiscussionsIndividualTeamsacross thecompanyMeetingsDiscuss the changes,gather concerns andrecommendations formaking the changeeasier for everyoneNA310/2Personalreach-outto HectorHectorPhone callfrom VP ofOpsShare the move dateand request formeeting to get hisinput on ourrelocation planMarket &Sales VPs410/5Clientpersonalreach-outLong-timecustomersPhone callsfromsomeoneon theLeadershipTeam andSales &MarketingTeam(whomeverhas theclosestrelationshipwith theclient)Share the locationchange and whatthey can expectMarket &Sales VPs511/2WebsiteAnnounce-mentAnyonethat seesthecompanypageWebsitehomepage,about pageand linkedcollateralPublic awareness ofrelocation and timingMarketing& SalesTeams18 www.thechangedecision.com

Change Progress & Adoption IndicatorsWhat are the signs of change progress and adoption?Change PhaseEvaluationIndicatorsAdopt:I’vesuccessfullyintegratedthe changeinto my work.How will you knowwhen everyone hasfully adopted? Whatwill they be doing?What are leadersdoing to reinforceand sustainadoption?● Maintenance is working well together in the newspace.● All of Marketing & Sales can talk about thecustomer experiences across LS and MA● All employees participate as a customer at leastonce a yearTest & Learn:I’m activelyintegratingthe changeinto my work.What actions woulddemonstrate peopleare integrating thechange? What areleaders doing withtheir teams tosupport the change?● Maintenance Teams develop new operatingprinciples and refine them over a quarter as theylearn more about how to best operate in the newspace together● Teams start doing on-the-job cross-training witheach other and develop best practices● Hector makes himself available for monthlyrelocation discussions with the VP of Ops toshare how it’s going from his perspectiveUnderstand:I understandhow thechangeimpacts me.How will you knowpeople understandhow the changeimpacts them? Howwill you knowleaders understandhow it impacts theirteam?● Maintenance Teams create a plan to set up thenew hangar● Hector offers the airfield relocation proceduresupon hearing the move date● Teams start meeting to learn about bothbusinessesEngage:I’m engagedand aware ofthe change.How will you knowpeople are engagedand aware of thechange?● People attend Ed’s monthly Hangar All Handsand ask questions about why, when and how19 www.thechangedecision.com

Change MetricsHow will I see and evaluate progress and adoption?Metric TypeEngageUnderstandTest & LearnAdoptSelf-ReportedMetricsWhat peopleself-reportabout theirprogressSurvey:“I feel informedand supported.”70% T2B by endof NovemberSurvey:“I feel informedand supported.”“I feelcomfortableraising risks andsharingrecommendations.”70% T2B by endof JanuarySurvey:“I feel informedand supported.”“I feelcomfortableraising risks andsharingrecommendations.”“I feel like we’respending the rightamount of time onthe transition.”70% T2B by endof MarchSurvey:“I’m proud to be amember of theteam.”80% T2B by endof MayObservableMetricsBehavior yousee / hearobjectively90%+participation inEd’s monthly AllHands90%+participation inEd’s monthly AllHandsVPs report anincrease ininterest incross-trainingexperiences fromtheir teams90%+participation inEd’s monthly AllHandsMaintenance VPsreport anecdotesindicatingimprovements inoperationalefficiency90%+participation inEd’s monthly AllHands90%+participation incompany retreatcelebrationCompanyMetricsTrends in theexistingcompanymetricsCustomerSatisfactionscores steady at80%Aircraftavailabilityremains high atCustomerSatisfactionscores steady at80%Aircraftavailabilityremains high atCustomerSatisfactionscores steady at80%Aircraftavailabilityremains high at70% of employeesparticipated insomecross-training byend of MarchCustomerSatisfactionscores trending upby EOYAircraftavailabilityremains high atCross-sellstrending up byEOY30% of employeeshave completed acustomerexperience20 www.thechangedecision.com