Land Your Changes Safely


Like most leaders, you likely spent a fair amount of energy creating and implementing changes in your organization last year.  Don’t waste that energy by failing to follow up a few months after the change is implemented and ensure all the wheels are still on the bus: the frequent assumption that everyone took initiative to incorporate your wonderful change into their part of the operation is… a fatal mistake.

Each business change follows a similar cycle of being announced, launched, and resisted.  Then it battles through the crucible to find the right fit that adjusts the vision to the reality that will produce the result that prompted the change.  After changes reach the implementation stage, there is more to do: by implementation, we mean adjustments have been made, new practices have been adopted and documented, and results of new practices are being measured.

At this point, most of us are exhausted and ready to wrap-up this change-project!  And it is true that we need to give it some traction at this point – to establish habits and collect baseline measures.  But beware of tying that bow too quickly!  Here is a list of operations aspects that could derail the hard work you put in last year!


Strategic Plans – Look to the future and prepare for how your change impacts next steps the business will take; it may need tweaks or updates to maintain effectiveness.

Recurring Processes – Check the adoption of your change by each operational process it touches; other process owners are often last to communicate, adopt, measure and update their SOPs with others’ changes.

Compensation Practices – Ensure pay structures, spiffs, recognition, and teams are adjusted to align with modifications to responsibility levels, revenue impacts and work schedules.

Current Projects – Partner with owners of projects planned or started during your launch cycle; verify any aspects of your change that need to be woven into their project plan or results.

Company-wide Communication – Be aware that it is often years before changes are documented in orientation, marketing, websites or global SOP resources.

Individual Priorities – Drive the provisions for development of new skills and behaviors and for adjustments to employee goals and performance measures; without these drivers, employee enthusiasm to implement your change could soon waver.

We are here to help your team successfully navigate those choppy change-management waters.  From understanding the dangers to customizing a strategy to get safely to your destination with your crew engaged: tell us about your change-challenge!

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