1) An understandingLeaders need to have their fingers on the pulse and must be aware of where individuals and groups integral to the change are in their emotional acceptance of the change, and their subsequent behaviour, if they are to successfully coach them through the change.
2) A process of changeLeadership often spends 90 per cent of time and resources on defining the “What” aspect of change. However, if change is to succeed, at least as much attention needs to be paid to the “How” – developing a process of change. Excellent generic processes of change stress the importance of creating urgency, in part by prompting leaders to explain the “why” of a change in an emotionally (and rationally) compelling way.
3) Identifying the WIIFM (What’s in it for me)Leaders should conduct an analysis of the proposed “What” of change for each of the key individuals and groups affected by the proposed change – those who may otherwise see themselves as “victims” of change. Remember most people are comfortable in their routines and the situations they know. The WIIFM of the proposed change must be greater than the pain of change in order to get these individuals and groups on board. The WIIFM must also be greater than these individual’s and group’s Best Alternative to a Negotiated Agreement (BATNA), which includes saying yes and doing nothing, or worse, saying yes and fighting the change. Frameworks which help leaders understand change from the perspectives of their followers, can aid in developing a WIIFM analysis. Points four to seven can be found on the next page.
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