5.1
LEADINGCHANGE: A CHANGE EQUATION
Inspired by John Kotter, Gene Dalton, and Peter Scholtes.Leadership at its essence is leading change. This tool presents a straightforward equation that
you can use to plan a change and to explain the need for specific actions to support a change.
In a mathematical equation in which the variables are multiplied together, if one variable is
small or zero, then the product is small or zero, no matter how large the other variables. All
are needed!
140 SECTION 5 TOOLS FORLEADINGCHANGE
SUSTAINABLE CHANGE =
Big picture × Buy-in × Skills & tools × Manage risks × Action❑ Prepare a vision,
one that you can
explain in five
minutes or less.
❑ Always
communicate the
change in a wider
context. Answer the
question “Why?”
and address the fit
with the
organizational
direction.
❑ Use metaphors,
stories, and exam-
ples to illustrate;
people need a good
illustration to
understand the
change.
❑ Prepare an
interdependency
analysis; often,
change has many
interlinking
systems, which can
foil change.
❑ Find and exploit
synergies with other
initiatives.❑ The best way to
gain the acceptance
of others is by
involving them
early and often.
❑ Communicate,
communicate.
(Research shows
that others feel
leaders have
communicated less
than half as much
as leaders think
they have.)
❑ Use multiple types
of communication.
❑ Use two-way
communication; ask
for feedback.
❑ Prepare a
stakeholder map, as
each group sees it.
❑ Build and organize
allies early; often,
support is only
asked for at the
action phase.
❑ Recognize and
thank people for
their support when
you get it.❑ Always provide for
training in new
skills.
❑ Understand that
productivity often
initially drops (just
when you want
gains).
❑ Ensure that your
change is user-
friendly.
❑ Do not overlook the
skills that other
leaders will need to
explain the change
to their people.
Provide coaching
and training
materials for other
leaders and their
people.
❑ Ensure that people
affected have the
right equipment at
the right time.❑ Treat others’ reser-
vations as normal;
risks are a natural
side effect of
change. Don’t resist
resistance.
❑ Anticipate as many
risks and
reservations as you
can.
❑ Learn how people
need to transition
internally.
❑ Never
underestimate the
power of the status
quo and the need
for people to
protect their turf.
❑ Recognize the
power and
influence of the
rumor; a void will
get filled.
❑ Own up to
inconsistencies and
problems; say “I’m
sorry” and correct
them. Hiding gaffes
and risks rarely
works.❑ Prepare short-term
action plans that
generate small wins.
❑ Recognize and cele-
brate successes.
❑ Always model the
behavior you expect
in others; walk your
talk.
❑ Minimize “happy
talk.” It makes peo-
ple cynical.
❑ Undermine cynics
with quick wins.
❑ Keep your cool and
your sense of
humor.
Implementing
major change in
organizations is a
challenge for
anyone.
❑ Communicate
frequently and on a
consistently
scheduled basis.