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Our method moves beyond traditional ChangeLeadership and Management practices toexplicitly integrate the principles ofPsychological Safety and Positive Psychology --what we call, Joy at Work Thinking -- to improvea company’s culture whenever business changesare introduced.Why Joy at Work? Because how you handlechange has a lasting impact on your culture andhow ready your people are for more change,allowing you to achieve your goals foradaptability and growth -- or not.Experience tells us that people are not usuallyupset by what’s changing. They get most upsetby how change is handled. That’s when you losethem. Even the most unpopular change cangrow joy in the workplace by how it’s handled.A change and culturecompany focused on growingJoy at Work.ABOUTTHECHANGEDECISION
P U R P O S EWe focus on companies that care about theiremployees and customers, as demonstrated in theirwords and actions. More specifically, we serveleaders and Change Professionals of knowledgeworker organizations who are making high-riskchanges and need to improve employee engagementat the same time.We do this through classes and coaching programs inChange Leadership, Change Management and TeamEffectiveness. This includes focusing on effectivemanagement, communication, employee coaching,group decision-making, leadership alignment,empathy and employee engagement. H I S T O R YIn 2011, we had a rare life-changing experience thatmade us believe that a team could rise abovedemoralizing hardship and overcome overwhelmingobstacles to achieve goals that no one in thecompany thinks possible. We learned about joy in theworkplace and how it could grow even in the mostdire circumstances. Since then, we’ve been studyingwhat happened, where joy can be found in othercompanies, what makes it possible and how joycontributes to a company’s success.The Change Decision was launched in 2016 to makethe workplace better through how business change isdone, connecting change to growing joy at work.Since 2009, we've collected data from leadershipteams about the best experience they have had,either leading or being part of a team. In 2020, webegan a research project to find out what joy at workmeans to CEOs and senior leaders and how thatmanifests in the companies they lead. In 2021, wepublished A Guide to Joy at Work, our first publicationbased on the research findings.THE CHANGE DECISIONBASICS2A M B I T I O NEquip leaders and Change Professionals with thetools to lead change and simultaneously improvethe culture of their company.By 2025, cultivate a community of 1000 Joy atWork(ers) who seek to make their workplace justand healthy for everyone through their everydaycontribution as employees.Publish the Joy Research findings and relatedbody of work that supports this entirecommunity.Three goals guide our path forward:1.2.3.
THE CHANGE DECISIONSERVICES3TEAMEFFECTIVENESSFor Managers and Team Leaders:Leadership training program for managers to developthe fundamentals of management and advance theirskills in team and employee engagement. Leaderslearn how to manage the work of their team, coachand develop employees, have productive feedbackand performance conversations and lead their peoplethrough change. Leaders practice techniques theycan then use immediately. A five-week training seriesor a full program of group and 1-on-1 coaching areoffered. Custom programs are also available. A strategy to ensure adoption of a significantbusiness change while managing the impact to thebusiness and the people affected. As a first step, animpact assessment is done to identify the risks anddetermine the best options to achieve your goals.This results in a detailed Change Plan designed toguide the organization through the change and have apositive affect on employee engagement. To executethe plan, options include, 1.) a fully dedicated team,2.) leadership team coaching, or 3.) on-call advisory.CHANGELEADERSHIPFor Managers and Team Leaders:Leadership training program for leaders to influenceand inspire their people to adopt critical businesschange decisions. Leaders learn to create a clearintention for how they want to lead, communicatecompelling messages, identify and partner with theinfluencers involved, practice empathy and lead withvision, especially during times of growth, disruptionor uncertainty. A five-week training series or a fullprogram of group and 1-on-1 coaching are offered.CHANGEMANAGEMENTFor Change Professionals:Change Management Training and Certification. Amethodology that incorporates Psychological Safetyand Positive Psychology concepts into the practicesand toolset. A five-week certification program and a 1-on-1 coaching program are offered. A specialChange Analytics Measurement program is alsoavailable.CHANGECONSULTING
ROXANNE BROWNRoxanne is the CEO of The Change Decision and thechange expert on the team. Her background is in workplaceculture and data, information and business risk. She's astudent of psychological safety and engaging workplacepractices. Roxanne is also the former President of theAssociation of Change Management Professionals (ACMP). ED COOKEd is the President of The Change Decision and the team'sexpert on decision-making and analytics. His PhD thesisfocused on multi-stakeholder high-risk decisions. Ed has ledseveral large organizations in two Fortune 200 companies.He's also a former Navy pilot and flight instructor, and aVisiting Professor of Analytics at the University of Richmond.THE CHANGE DECISIONTEAM4Joy at Work is about creatingthe conditions that help peoplethrive in their work, especially intimes of change.THECO-FOUNDERS
Roxanne is naturally curious, empathetic and drivento make work a just and healthy place for everyone.She has a deep expertise in Change Leadership andChange Management and related disciplines --executive coaching, communication, processimprovement and program management. Shelaunched her company, The Change Decision, tomake the workplace better through how businesschange is done, connecting change to growing joy atwork. She thoroughly enjoys making the elusiveprocess of culture change clear for leaders. C A R E E RBefore she began her professional career, Roxanneaccumulated a range of work experiences thatdeveloped her philosophies of what it means to workand find meaning in it -- from tobacco farming inConnecticut to a short stint as an Eastern Airlinesticket agent to travel agency work for the US AirForce in Germany, retail sales for Clinique andwaiting tables on Anna Maria island in Florida.Wrote A Guide to Joy at Work, the firstpublication from her company’s research on whatJoy at Work means to CEOs and seniorexecutives and how it manifests in theorganizations they lead.Established the Change Managementmethodology, practices and Community ofPractice for the Banking, Commercial, Tech andRisk Management divisions of Capital One.Developed a nationally-recognized, award-winning Corporate Relocation Program for Long &Foster Relocation Services in Richmond, Virginia.Consulted for the Richmond Legal Aid JusticeCenter to bring together a wide range ofstakeholders and modernize operations.As a University of Richmond Adjunct Professor,taught Change Management classes including forthe AHRMIO, an association for HR professionalsof international nonprofits focused on humanrights and well being.Later she became a Director of Corporate Relocationfor Long & Foster, and for over three years she wasresponsible for moving hundreds of families into theRichmond area and maturing the technologyplatforms to support the business.She was then hired by Capital One where she spent16 years further developing her change expertisethrough leading several multi-million dollar changeprograms across all of the major divisions of thecompany. For several years she worked for their DataCenter of Excellence where she developed a deepunderstanding of data, information and business risk.When she was hired, the company had 5000employees; when she departed it had 50,000employees, making this her ideal “change laboratory”as she often referred to it.A few career highlights:To contribute to the profession she loves, Roxannespent several years leading the Association of ChangeManagement Professionals (ACMP), an organizationwith membership and chapters all over the world. Shecurrently serves as the Past President and advisor tothe Board.Roxanne has a BA in Liberal Arts and LeadershipStudies from the University of Richmond. She's also ayoga instructor and loves exploring her city to findnew hidden gems. During the pandemic work-from-home lockdown, she was prone to spontaneousdance parties to relieve stress, especially uponhearing 80's techno-pop -- a practice that continues.ABOUTROXANNE BROWNBefore change can happen the leadermust change first. That's becauseeveryone looks to the leader tounderstand how they can besuccessful, and at least safe, in thisnew world the leader describes.THE CHANGE DECISIONTEAM5
Ed likes learning about things that are complicatedand challenging, which is why you’d see a stack ofbook titles on his desk ranging from The HappinessHypothesis (Haidt), Modern Monetary Fund and itsCritics (Fullbrook and Morgan) and A Year with theWaterman of Vanishing Tangier Island (Swift). He hasdeep expertise in analytics and team engagement. Hebegan his leadership career as a Navy pilot flying theC-2A and later led several large organizations insideFortune 200 companies. Ed is particularly drawn tohelp people self-discover who they are, what they’regood at and where they want to go in their careers.C A R E E REd graduated from Boston University with a BS inAerospace Engineering and was designated a NavalAviator soon after to fly the C-2A, Greyhound withthe Rawhides of VRC-40 in Norfolk, Virginia. He laterspent three years as an Instructor Pilot, teaching newpilots how to land on the aircraft carrier. At that time,he also earned his MBA at Old Dominion University.ABOUTEDCOOKAfter leaving the active Navy, Ed went to work forCorning in their Telecommunications Division, in theStrategic Analysis Group, looking for potential mergerand acquisition targets. Ed then became the productmanager with responsibility for the fiber opticconnector product line.Three years later, Ed was hired by Capital One todevelop business cases and perform strategicbusiness analysis for Tech projects. As Capital Onereentered banking through acquisitions, Ed ledprograms in all three efforts focusing on the post-merger integration covering Supply Chain, MortgageOperations and the Branch Network. As an officer in the Navy Reserves, in 2007 Ed wasmobilized and sent to Baghdad, Iraq where, as CDREd Cook, he worked in the Green Zone on theCommanding General’s Staff, at the time Gen. DavidPetraeus. Ed worked extensively on employmentinitiatives for the people of Iraq bridging across theUS military, the US Embassy and the Government ofIraq. His efforts helped direct billions of Governmentof Iraq money toward the creation of micro-loans tostart new businesses and training to improve jobskills. Ed was awarded the Bronze Star.Upon returning to the US, for the next few years Edled large process and infrastructure changes for theretail bank at Capital One. The culminating effort wasleading the program to build coffee houses -- CapitalOne Cafés -- in many of the top 20 cities across thecountry.Ed has served as Board Chair for the Visual ArtsCenter of Richmond, an arts education center, andthe Podium Foundation, an organization dedicated toimproving the writing ability of Richmond publicschool students. Today, he serves on the Board forCircle Center Adult Day Services.Ed recently completed his PhD in Systems Modelingand Analysis from Virginia Commonwealth Universityand now teaches undergraduate and graduate levelAnalytics at the Robins School of Business at theUniversity of Richmond. Ed is focused on making iteasy for leaders to understand how to lead peopleand make decisions under pressure. In addition to his work with The Change Decision, Edis seeking his seaplane pilot designations and dreamsof launching from his current home on the river toexplore the quiet beauty of the Chesapeake Bay.Throw in a delicious crab cake and some fishing andfrom his point of view that's a perfect day!Your approach to change directlyimpacts your culture and has lastingeffects. It is possible to build trust,improve relationships and create athriving workforce in the process. It'sall about how.THE CHANGE DECISIONTEAM6
7Moving from a group of individuals to an highly engagedteam was critical to our success. We were able to createan innovative and positive environment, which helped usfocus on meeting our aggressive goals.- Jodie, Operations executive, Fortune 200 bankGreat group interaction! A new way to think about leadingchange with empathy, and reach our business goals. I seenow how important it is to build real partnerships withchange influencers to get things done.- Scott, Senior Consultant, management consultant firmI've never had so much fun working so hard in my longtechnical career. We were aligned to common goals andthe level of commitment from us all was simplyunprecedented in our organization. Amazing esprit decorps!- Tom, Information Technology executive, Fortune 200bankIt's easy to find overwhelming, complex projects with littleclarity and vision. Leaders like Roxanne and Ed who helpprovide vision and clarity to teams going through change,and make the journey fun, are extremely rare.- Anurag, Senior Consultant, tech consulting firmWHAT PEOPLESAY...THE CHANGE DECISIONCLIENTSfirstname.lastname@example.org East Broad St, Suite 203Richmond, VA 23219The Change Decision is a SWaMCertified Woman-Owned Business