What those in charge must do.
WHAT PEOPLE WATCH
What leaders do, not what they say.
WHAT UNDERMINES A CHANGE IMMEDIATELY
Leaders exempting themselves Inconsistency between leaders Attention moving elsewhere Tolerating non-compliance by some
WHAT TO ESTABLISH
Visible personal adoption.
WHY
It is the strongest signal available.
WHAT TO PROVIDE
Consistency: the same message, sustained.
WHY
People wait to see whether it persists before committing.
HOW LONG TO SUSTAIN ATTENTION
Longer than feels necessary.
WHAT TO ESTABLISH AMONG LEADERSHIP
Agreement, before announcing anything.
WHY
Visible disagreement among leaders ends a change immediately.
WHAT TO DO ABOUT LEADERS WHO DISAGREE
Resolve it privately, and present a single position.
WHAT TO ACKNOWLEDGE
Difficulty, and the effort people are making.
WHY
Changes imposed without acknowledgement of their cost produce resentment.
WHAT TO PROTECT
People during the transition.
WHAT THAT MEANS
Adjusting expectations while capability builds.
WHY
Demanding full performance during transition guarantees reversion.
WHAT TO BE AVAILABLE FOR
Questions, and problems.
WHAT TO DO ABOUT BAD NEWS DURING IMPLEMENTATION
Address it openly.
WHY
Concealing problems during a change destroys the credibility the change depends on.
WHAT TO DECIDE PROMPTLY
Matters that are blocking progress.
WHY
Changes stall waiting for decisions.
WHAT TO ESTABLISH
Who decides what, during the transition.
