Low Goals, Ceremonialism, Change Groups, and the Hawthorn Effect all depend on effective leadership. The best change managers are Star Salespersons. They add drama and pizzazz —they practice Management by Wandering Around (MBWA). They Communicate by Wondering Around (CBWA)—in person, over the net, with posters, with t-shirts & other apparel, in white papers, in books and booklets. They are the cheerleader. But they also have to do their homework. They understand Change and they are prepared for it. They determine the knowledge required and develop programs to deliver it. They understand the importance of attitude. They never force change. They don’t utter the words “Do it because I said so.” They involve the people that will be affected by the change in the decision to change and in planning and managing the change. They reward accomplishing new skills and they stay involved as needed to assure that those new skills become habit. They are there from the beginning through the Valley of Despair (the bottom of the Change Curve) and the eventual climb to the targeted new level of performance or benefit.

A little advance planning, disseminating the right knowledge in the right form to the right people, ceremonialism, recognizing accomplishments, paying attention to it can pay big dividends in terms of achieving the desired benefit without costly disruption and frustration.

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Change Groups are one of the most successfully used management tools. Forming groups (of those to be affected by the change) to help plan and implement change creates ownership and commitment to it. It becomes their change rather than change being forced on them and thus helps to flatten the downward spike of the Change Curve and reduce its duration. One of the most important roles of a Change Group involves planning the content and form for getting the required “new information” in the hands of those who will need it—training programs, instruction manuals, KASH books, one-on-one training, buddy systems, temporary or permanent help desks, etc. There are few changes so small that their impact justifies ignoring the need for change management, and virtually all change involving multiple people will benefit from the use of Change Groups. Consider the impact of installing a new telephone system or something as simple as bringing in a new copy machine. A little advance planning, disseminating the right knowledge in the right form to the right people, ceremonialism, recognizing accomplishments, paying attention to it—can pay big dividends in terms of achieving the desired benefit without costly disruption and frustration.

Of the four elements of KASH (Knowledge, Attitude, Skills, and Habit), Attitude is the most difficult to manage. A negative attitude, resistance to change, is reduced when people 1) understand the characteristics of the Change Curve and the basics of change management and 2) when they become part of the change process. One of the functions of leadership is education. That should include continuously reinforcing the organization's understanding of the Two Certainties in life and business—change is constant and we are always judge by others. If change is constant everyone in the organization must understand the Change Curve and the important tools for change management.

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Music City is under attack from Mother Nature, the historic 2010 Nashville flood.
A beautiful lawyer's inheritance is at risk.
An extraordinary cache of old wines is threatened.

A new Mark Rollins mystery by author Tom Collins.