TZL 1477 (web)



Communication and relationships are the greatest driving forces in success or failure during a change journey. Change management and relationships

I love change. Not everyone shares this view, but, in my experience, change has proven to be an engine of growth – particularly if approached with intentionality and strategic planning.

There’s no consensus on the best way to navigate change, but here are some things I’ve learned over my 30-year career in human resources: ■ First, you have to identify the problem that needs fixing. Be specific.

■ Have an elevator speech for all focused on the change. It’s critical that you be on the same page, be consistent, and share the same story. ■ During the change, ask for constant improvement feedback. I can’t express enough how important it is to spend the time asking for feedback. Encourage people to tell you what’s not working. You have to recognize the value of candid feedback and encourage it. ■ Make sure your team is on board. If someone isn’t, you need to express that they find a way: Ask them what they need to educate themselves on the issue or what they need to know to get

John Shaw

Put your change group through change management training. This is a sales game, after all. These people need to learn skills on how to drive and support change.

■ Before announcing the change, it’s important to address the why – why change is needed, what’s not working, and what’s in it for the organization and its people. Engaging purposefully at the outset with those who will be impacted is essential.

See JOHN SHAW, page 10


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