Changemaking

It's ironic that while most people know what conditions enable change to be effectively managed, these straightforward needs are often missed. The intent gets the attention; the details of execution are forgotten. Yet the elements are simple: listen to the stakeholders, learn about the issues, lead with clarity and involvement, align systems, communicate relentlessly, follow-up and course-correct.Consider who will be most affected and then explore their issues, needs, and ideas. You'll learn fast; you'll have answers to your own questions; and you'll have the raw material for a plan to address the issue, solve the problem or lead the change. This can be done on a small, local scale, through informal conversations. Or it can be a much broader effort using meetings, surveys, social media, or a combination of methods.And then make it all work through sustained follow-up. Never assume that things will happen as planned. Is the change working? What needs to happen to make it work better? What's working well and what's not? Assess progress; fix it; keep listening, learning, and leading.This book is built around resources that the author has developed and used in many years of consulting and teaching about the management of change. The first section of each chapter includes guidance, ideas, and short case studies. These are followed by a set of resources, including checklists, templates, presentations, tactics, Q&As, talking points, and emails. Select and adapt the ones that meet your needs.
About the Author: Richard Bevan is a consultant and educator who has been working in organizational communication, leader development and the management of change for 30 years. His experience is international, including periods based in Europe and Australia as well as the US. He has worked with organizations of every size and in a wide range of industries, as well as government and non-profits. A graduate of Oxford University and Manchester Business School, Bevan's early experience in manufacturing management provided a powerful lesson in how organizational performance depends on the way that people are respected, engaged, led and rewarded. Later in his career, leading Towers Perrin's global communication practice through a period of major change was another leadership learning experience. He started his own firm in 1995. For several years he was also an external faculty member at the University of Washington where he developed and taught a course on managing change for the Executive MBA program. He serves on the Board of Advisors for ROI Communication, and as strategic communication advisor for Elliott Avenue Associates. The tools and approaches that he has developed and applied during his teaching and consulting career have contributed to the content of Changemaking.