A.Persuade employees to accept the reasons for the changes.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[Most leaders spend enormous amounts of time and energy persuading employees to accept a solution. In order for employees to implement a solution, they need to first accept what is considered to be the problem. Spend your valuable time demonstrating the problem and its effects on profitability.]

B. Determine how individuals' behavior and attitudes will need to change so that teams will be effective.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[To be effective in implementing major change, managers need to determine and communicate to employees precisely what types of behavior are critical for team success. Inform employees what behavior is now ineffective and outline effective behavior. Concrete and specific description of new behavior is necessary for individuals to truly grasp change.]

C. Identify who will lose something under the new organization.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[Individuals need to let go of the past. This can be a difficult process. Managers need to utilize effective listening techniques to find out how the changes affect each employee. It is most likely that you will encounter resistance when change is introduced. Employees have become comfortable and confident about the old ways, even if these ways are ineffective now.]

D. Restructure the compensation system so that those who comply with the changes will be rewarded.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[Restructuring compensation systems take time and effort. Planning is necessary. This is an important motivational tool for employees. New behaviors need to be rewarded so there is an incentive to change and a catalyst for letting go of old behaviors.]

E. Implement the change incrementally, one step at a time.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[Some managers are tempted to introduce change incrementally. It is reasoned that progress it more likely occur if change is implemented in small doses. Research has found that this strategy is ineffective and may even delay or prevent change from occurring. It has been found that implementing all changes simultaneously is a more effective strategy.]

F. Create a model team by placing your high performers together.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[It would seem that this strategy would be effective. But leaders who can guide, motivate and provide support are needed on every team.]

G. Administer disciplinary actions to those employees who are slow to implement changes.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[Discipline can trigger additional resistance and make it more difficult to implement changes. Clearly outline the needed behaviors and let it be known that those who don’t measure up will face consequences. Usually resisters have not resolved their losses. Find out what the losses are and help the employee work toward new and more effective behavior. Make disciplinary action a last resort.]

H. Discuss the transition with employees. Have your transition leaders take a seminar of how to manage employees in transition.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[Listening is critical. Managers have a tendency to believe that employees view change the same way they do. This is usually not true. A good “door opener” question might be to ask employees, “What problems are you having with this change? Or, What can I do to help you through this situation?” A seminar on managing organizational change can assist managers from making costly mistakes that may prevent successful change.]

I. Design team targets replacing rewards for individual achievements.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[This takes time but is necessary. Individuals who have been conditioned to work independently will have difficulty adjusting unless there is strong incentive to do so. Financial rewards can be very motivating.]

J. Appoint a change manager to coordinate the changes.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[This may be effective. But only if you have a solid plan for communications, training, and support for the change initiative. The individual with this role, although a strong performer, might be viewed as an “enforcer” rather than a guide or catalyst.]

K. Have employees contact angry customers and have them understand and deal with the problems that have lead to the proposed changes.

1. Extremely critical for success.

2. A valuable action, but implementation will take time. Need to start the planning process now.

3. It depends on how this action is implemented.

4. An unimportant action. I would not expend time and energy on this action.

5. This would definitely not be a productive action to take.

[Having an executive tell employees they need to change can be ineffective. Examining the problems from the customer’s viewpoint can be quite convincing and motivating.]