Change Management Tool

Kit

Change Management Pre-work Manage Personal Transitions Develop Change Plan Implement & Monitor the
(resistance) Change

To Change Behavior – Direct the To Change Behavior – Shape the

Rider To Change Behavior – Motivate the Path To Sustain the Change – Keep the
Elephant Momentum Going

T opic branch 1

Change Readiness Assessment (final

check before pilot/big bang)
Case for Change Template
Implementation Strategies

Transition Model (Bridges)

T opic branch 1

Compelling Vision Interview Change Process Model (Kubler-Ross) Risk Assessment Template
Template
Monitor Metrics for Continuous
Improvement

Change Process Model – Indicators

Working with Your Sponsor & Strategies (Kubler-Ross)
Overview

Success Metrics Overview

Sponsor Expectation Tool

Success Metrics Template

Stakeholder Analysis and

Engagement Plan Overview Core Values Exercise

Reconnecting with your basic values and linking them to

the change will help you overcome change resistance. T he
Core Values Exercise can be done bef ore a shif t to establish
emotional resonance and help you support it authentically.
T he tool can be used reactively to assist you overcome
internal resistance and continue the change process.

Best Practices for Leading Change –

Feedback Strategy Overview
What to Do

Keep personnel inf ormed of any changes, known and

unknown.

Stakeholder Analysis and Accept team comments and be positive about change.

Engagement Plan Template Stay engaged, f ocus on team goals, support, monitor, and
congratulate.

Re-recruit team members, emphasising their value and

asking them to support the change.

Empathise and assist employees ref rame their reactions to

change to handle resistance.

T o rebalance the team, set short-term goals, time periods,

priorities, and standards.

Keep quality and service good during the change.

Continue assigning work while considering each employee's

emotional state and giving support.

Give people authority based on emotional stage,

experience, capability, and task.

Challenge and coach staf f to improve abilities.

Appreciate good change work.

Communicate openly and honestly, accepting critiques.

T o aid decision-making, candidly tell upper management of Feedback Strategy Options

the change's ef f ects on work and people.

Practise the 4 Vs: Visibility (be present and interested in

employees), Variability (allow f or varied personal reactions
and adaptability), Ventilation (enable employees to vent
their f eelings), and Validation (acknowledge and reward
Change Readiness Assessment employees f or their contributions).
(baseline)

Best Practices for Leading Change –

What NOT to Do

- Share available inf ormation with employees even if it's

not complete, allowing them to make realistic
assessments and plans.
- Avoid expressing cynicism and provide constructive
guidance and support to employees.
- Be realistic and acknowledge when things are dif f icult;
avoid being overly positive.
- Stay accessible to employees and use their cues to
determine involvement and support.
- Understand that employees may react dif f erently to the
same situation based on the Kubler-Ross grief cycle model.
- Avoid enabling resistance by not covering up,
rationalizing, withdrawing, blaming, controlling, or making
empty threats.

Behavioral Change Plan

Using the questions below, a behavioral change plan is created by the team, f or the team, to ensure sustained behavioral
change.
T he leader creates an initial draf t of the plan which is distributed to the team to obtain f eedback. T he team’s f eedback is Change Communications Plan
then
incorporate into a revised plan in order to achieve buy-in prior to implementation. Overview
1. What behaviors need to change?
________________________________________________________________________________________________________
2. What does success look like? How will you measure it?
_________________________________________________________
__________________________________________________
3. What knowledge, skills, and abilities are needed to ensure new behaviors?
________________________________________________________________________________________________________ T he Change Communications Plan is a tool that provides the Change Manager
with a high level messaging plan f or inf orming important stakeholders
throughout the lif ecycle of a change project. T hese communications are used
4. What systems and tools are needed to support the behavior change? to create awareness and provide key inf ormation to keep stakeholders updated
________________________________________________________________________________________________________ appropriately.

5. What new policies, procedures, and/or processes are needed to support the behavior change?
________________________________________________________________________________________________________
_____________________________________________________
6. What training is needed to support the behavior change?
_________________________________________________________________________________________________________
_________
7. What organizational assistance is available to emotionally support the employee? Work Session Participants:
_________________________________________________________________________________________________________ • Change Manager
_________ • Project Manager
8. What reinf orcements/consequences need to be in place to sustain behavior change? • Project Leadership T eam (Sponsor, Project Leads, Process Owners, etc.)
_________________________________________________________

Team Communication Overview

Instructions f or Change Communications Plan T emplate:
1. Using the provided template, work session participants will complete Sections 1 & 2 together
to the best of their
ability. Keep in mind this is a working document and additional items can be check marked
throughout the
working session.
2. Begin to complete Section 3 by ref erring to the f irst identif ied audience in Section 1 and
complete the template
f or all messages related to that particular audience.
3. Continue to f ollow Step 2 until all audiences have been addressed in the Section 3’s plan.
4. Once complete, the Communications Plan is managed and owned by the Change Manager
and/or the
Communications Leads who will ensure the execution of these messages.

Change Communications Plan

Template

Team Communication Plan

Change Communication Brief

Template