CHAPTER 6: SUSTAINING CHANGE

Question 1

SUSTAINING CHANGE:

Here’s a very simple success formula that will illuminate your leadership perspective: Commitment + Consistency + _______ = Impact

Answer 1

Momentum

Question 2

SUSTAINING CHANGE:

To _____ _______, through words and actions you’ll need to consistently apply empathy, encouragement, respect, and connection. This develops momentum, bringing stakeholders onboard and creating electric, positive energy that carries your leadership efforts forward. Do this and you will have left an indelible impact on the organization you lead.

Answer 2

sustain change

Question 3

SUSTAINING CHANGE:

Sustaining change requires continuity and consistency, with a backbone of adaptability. We see this in the remarkable story of Swiss company _________ an organization that adapted, grew, and remains strong 135 years after its founding. Through the eyes of extraordinary leaders who have instilled winning cultures, we’ll see what it means to learn, grow, and lead while technology, social norms, and business needs evolve.

Answer 3

Victorinox

Question 4

CHECKING IN:

Emotionally intelligent leaders know that success can be elusive if you choose _______ and never deviate as the playing field shifts.

Answer 4

ONE PATH

Question 5

CHECKING IN:

________ is at the heart of every great change initiative, and equally at the core of our own perpetual reinvention.

Answer 5

Adaptability

Question 6

CHECKING IN:

Adjust and ______ is the name of the game.

Answer 6

advance

Question 7

CHECKING IN:

It’s not so much about following a playbook as it is about gaining a deep understanding of four key areas of your business:

• Your people
• Your customers
• Your _______
• Your culture

Answer 7

strategy

Question 8

CHECKING IN:

The surest way to get there is to keep these priorities top of mind. Plan ______ into your day and week that is authentic and true to your core values. This self-management component of having a plan and executing it with both IQ and EQ is critical.

Answer 8

balance

Question 9

CHAMPIONS:

Who are the champions? They are the trusted advisers, ____________, and yes, coaches, that you can come to for honest, positive, self-improving feedback. They encourage and inspire you, but won’t be afraid to level with you and tell it like it is. You need champions on board for any successful transformation and change endeavor.

Answer 9

HIGH PERFORMERS

Question 10

CHAMPIONS:

Attracting and recruiting champions takes
1) _______,
2) confidence,
3) empathy, and
4) authenticity.

Answer 10

moxie

Question 11

CHAMPIONS:

How do you bring these champions on board, the supporters who will stand behind you, communicate, and leverage your ideas? It’s best to follow a simple acronym I use in my coaching work and set the “BAR” high:

1) Believe,
2) Achieve,
3) _____.

Answer 11

3) Rapport

Question 12

CHAMPIONS:

To get employees to follow and continue following, you need to give them a reason to believe in what you’re doing. If they trust you, you’re _______ there. But you must convince them of the purpose and continue to update them. Everyone needs to know what you’re striving to achieve, so the results must always be front and center. Last, the rapport you have with champions and supporters is everything. This is built on empathy, and it’s solidified with engagement and follow-through.

Answer 12

halfway

Question 13

CHAMPIONS:

Authentic business relationships are built on

1) curiosity,
2) candor, and
3) a willingness to ____.

Answer 13

help

Question 14

CHAMPIONS:

Remember: So much of what defines success as a leader is

1) learning the company history,
2) finding what makes people ____, and
3) showing a genuine desire to help.

Answer 14

tick

Question 15

LEARNING TO ADAPT:

Adaptability is the _____ component of emotional intelligence that comes into play during a change initiative. This ability helps you understand and recognize the three phases outlined in this chapter.

Answer 15

CORE

Question 16

LEARNING TO ADAPT:

“___-__” relies on your social skills of persuasion and empathy to help employees see three things:

• Their role in the process

• The importance of the change and how it can and will positively or negatively influence them (be honest and present all the facts)

• Their individual duty to help drive the change

Answer 16

“BUY-IN”

Question 17

LEARNING TO ADAPT:

The most dynamic change efforts ________ employees to step up and create leadership opportunities for themselves. As an organization moves into the future, it wants future-minded players who are going to capitalize on the need for change.

Answer 17

incentivize

Question 18

KEEPING A POSITIVE MIND-SET

It’s just as important to sustain these efforts as it is to continue with coaching, communication, and support during the process, particularly as employees start to feel _______—or worse yet, burnout.

Answer 18

fatigue

Question 19

KEEPING A POSITIVE MIND-SET

Organizational psychologist and keynote speaker ____ ____ has plenty of experience researching major change efforts. The results that he’s found are stunning. He writes in Harvard Business Review: “As leaders . . . we need to be aware that our team members are not entering change situations with a blank slate. Two decades of hearing about mythical failure rates has planted the seeds of bias against success in our minds. And every time we say ‘change is hard’ we water those seeds.

Answer 19

Nick Tasler

Question 20

KEEPING A POSITIVE MIND-SET

By ______ people with a simple fact about the high probability of successful change, the researchers completely eliminated the negative bias. In a series of studies, University of Chicago researchers found that we assume that failure is a more likely outcome than success, and, as a result, we wrongly treat successful outcomes as flukes and bad results as irrefutable proof that change is difficult.”

Answer 20

priming

Question 21

KEEPING A POSITIVE MIND-SET

Recognize that a major part of checking in is coaching your employees through the change, and consistently providing ______ _______. It’s not enough just to do this in the beginning—stick to your plan throughout, and as always, know how to adapt when needed.

Answer 21

positive direction

Question 22

FEEDBACK:

Divide the feedback into three areas:
• Themes
• Areas to improve
• _____ main goals for this year

Focusing on these three areas and having them in writing will help you become intimately aware of your strengths, address the areas you need to improve, and perform your own personal gap analysis to take you from where you are now to where you want to be.

Once you’ve identified the three biggest goals you want to achieve in the year ahead, write down the success measures that will support you in achieving those goals.

Answer 22

Three

Question 23

PERFORMANCE EVALUATION:

Performance Evaluation It’s time to evaluate the _____ _______ taking place. Answer these three questions as honestly and objectively as you can, and then pose them to the frontline managers in the field and/or the Change Task Force you’ve assembled:

• What’s gone well?
• What hasn’t?
• What can be improved?

Balance these answers against key performance indicators and request specific examples. Turn the improvements into strategic recommendations that can be used in the overall management of the change effort.

Answer 23

change initiative

Question 24

MODIFICATION:

You’re now 6 to 12 months into your change initiative. ______ your change management plan—specifically, the objectives and goals that you started with. Which goals no longer make sense? What should be added? Do you need to modify and make adjustments to your plan? Think big picture here. This exercise will provide clarity and honesty about prioritization.

Answer 24

Revisit

Question 25

ROADBLOCKS TO CHANGE:

The roadblocks to change center around two areas:

1)

2) communication.

Answer 25

RESOURCES

Question 26

ROADBLOCKS TO CHANGE:

Resources: Let’s define resources as people and funding. On the people side, make sure the biggest impediment to progress isn’t you! This is why we always begin with self-awareness.

Less important issues should be ________ to others so that your focus always aligns with your values, mission, and goals. Take care of yourself first.

Answer 26

delegated

Question 27

ROADBLOCKS TO CHANGE:

RESOURCES:

_______ breeds champions.

Answer 27

Connection

Question 28

ROADBLOCKS TO CHANGE:

Communication: As ____________ said, “The single biggest problem in communication is the illusion that it has taken place.”

Answer 28

George Bernard Shaw

Question 29

ROADBLOCKS TO CHANGE:

Communication:

A change initiative is doomed to fail if you are unable to communicate the before, during, and after stages of what you’re doing. Err on the side of ____-________—becoming repetitive—to make sure you’re both inclusive and comprehensive in addressing what you’re doing.

*REMEMBER TO BE REPETITIVE!

Answer 29

over-communicating

Question 30

ROADBLOCKS TO CHANGE:

Communication:

In one of the biggest, _____ examples of a change initiative, AOL Time Warner failed largely because of poor communication and a lack of sensitivity to merging two very different cultures.

Answer 30

worst

Question 31

ROADBLOCKS TO CHANGE:

Communication:

Make sure that you over-communicate and align people with the ________ of cultural impact, or you risk failure from the beginning.

Answer 31

nuances

Question 32

PROCESS

What is the secret of the ____ ______ leaders in all industries? If we were to boil it down very succinctly, it would be these two things:

1. An incredible attention to detail
2. An ability to adapt to change

Answer 32

most successful

Question 33

PROCESS

To win at a championship level, you need to _______ a culture, system, and process that is always being refined and evaluated.

Answer 33

establish

Question 34

PROCESS

Coach Bill Belichick has won six Super Bowls and competed in nine, largely due to a remarkable _____ and commitment to the process of winning. It started with the culture he built with the New England Patriots, which manifested in attracting, drafting, and developing players who wanted to constantly improve—and win.

Answer 34

love

Question 35

GRASSSROOTS LEADERSHIP:

It’s critical that you check in and understand whether you should stay the course on your change effort or change direction. Set reminders and always be cognizant of _______ the relationships that you have on your team and throughout the organization.

Answer 35

owning

Question 36

GRASSSROOTS LEADERSHIP:

Acclaimed CEO _____ ______, who formerly led three pharmaceutical companies, advised “singling out frontline managers as a critically important group in the management ranks, spending significant personal time in direct interactions with them, and using those interactions to mobilize the entire organization. I call this approach leading through the front.”

Answer 36

Fred Hassan

Question 37

GRASSSROOTS LEADERSHIP:

Let’s translate “leading through the front” by examining its virtues. What does it achieve?

• It gets everyone involved in the process
• It shows genuine empathy and interest in people’s concerns, problems, and _______
• It communicates respect

Answer 37

key issues

Question 38

GRASSSROOTS LEADERSHIP:

By taking the time to meet people across all departments, functions, and roles, you’re demonstrating an _______ approach toward getting to know people.

Answer 38

egalitarian

Question 39

GRASSSROOTS LEADERSHIP:

Kristie Rogers, assistant professor of management at _________ University, speaks about this in an interview with Harvard Business Review: “Owed respect is simply the way that people are treated with a level of civility, with a basic regard that is professional, that is decent . . . Earned respect is something that’s recognized as valued achievements, valued attributes of a particular person and gives them a chance to be unique, to stand out in a positive way.

Answer 39

Marquette University

Question 40

Process Improvement Guide Review your processes and highlight areas for improvement:

• Scope: Ensure the focus is on the _________ for improvement
• Cost: Determine whether money is being allocated and spent efficiently
• Time: Is the schedule on track for completion of the project? What holdups and delays can be mitigated or eliminated to ensure success?
• Quality: Review results and tasks against key performance indicators to measure quality standards
• Communication: Is the message getting across? What tools can you better leverage and use to your advantage?
• People management: Are you and your leadership team shepherding employees through this process successfully?

Answer 40

essentail areas

Question 41

Halftime Scoreboard The statements below are probably true to some degree, but how can you do better? Think honestly about how well you are doing these things, and identify ways to improve:
• I’ve done everything I can to meet with all layers of the organization and communicate needs and expectations.
• I’ve created an environment where the people I lead know their voice and ______ are valued.
• I’ve put aside my own ego and desires for the greater good of the organization.
• I’m a force of encouragement for the people I lead.
• I take time for perspective-taking and incorporate feedback from others.
• I’m always looking for new, innovative ways to improve our current processes.

Answer 41

opinion

Question 42

ADJUSTING:

Carl Elsener Jr. found himself needing to do this in crisis mode following the terrorist attacks on New York City on September 11, 2001. His company, Victorinox, found its business challenged like never before. Nearly overnight, sharp objects (namely knives) were prohibited on planes.

Victorinox is the maker of the world-famous Swiss Army Knife. They seemed doomed. How could they possibly reverse their fortunes?

Founded in 1884, Victorinox had been around for well over 100 years by 2001. A company doesn’t stay in business that long without _______, adapting, and making adjustments along the way. They also sold watches and had begun selling luggage only two years earlier. They diversified their business portfolio and didn’t allow an unforeseen event to sink the company.

Answer 42

evolving.

135 years of putting people first and enduring thought the good and bad times.

Question 43

GETTING BACK ON TRACK:

Here are some steps to follow when you need a boost to get things back on track:

1) Revisit the basics
2) Check the pulse- actively engage the frontline managers.
3)
4) Communicate early and often- such as use jingles
5) Define the results and solutions for every key mile marker in the change management process. - use reverse engineering

Answer 43

Storytelling- tell successful stories such as Coca-Cola.

Question 44

WHAT WORKED YESTERDAY MAY NOT WORK TODAY:

Situational leadership, as referenced earlier, enables leaders to get _______ up with employees. A strategy that worked three years ago may not work today. This is where it’s imperative that leaders have conversations and understand the needs of their teams.

Answer 44

synched

Question 45

WHAT WORKED YESTERDAY MAY NOT WORK TODAY:

The greatest asset is _________—the will to keep going and continue building relationships, identifying new opportunities for others, and outworking everyone to achieve the desired results.

Answer 45

persistence

Question 46

THE QUEEN OF AUTHENTICITY AND ADAPTABILITY:

Indra Nooyi’s journey is one of authenticity, vision, adaptability, and brilliance. She inherited a company that had fallen out of touch with its consumers. She understood that to make the changes she desired for PepsiCo, she needed to significantly alter the company’s strategy. She needed her employees on board with these changes, so she promoted an open culture that was powered by empathy.

Answer 46

Indra Nooyi- CEO of PepsiCo

Question 47

THE QUEEN OF AUTHENTICITY AND ADAPTABILITY:

One of the most successful and beloved CEOs in history.

As she said, “Bring people along with you. No matter how smart your strategy, success or failure usually comes down to one thing: the team. In everything you do, find ________ who can help execute your vision and empower them to succeed.”

Answer 47

teammates

Question 48

THE QUEEN OF AUTHENTICITY AND ADAPTABILITY:

She [Indra Nooyi’] pioneered the notion of healthier options while reducing ___________ and being at the forefront of diversity.”

Answer 48

greenhouse gas emissions

Question 49

THE QUEEN OF AUTHENTICITY AND ADAPTABILITY:

As Daniel Goleman said, “[_____-_____] is a competitive asset. We all know the landscape of business changes rapidly. Technology is constantly changing; companies divide and merge every day. At all levels, leaders who know how to self-regulate will thrive on these changes.”

Answer 49

Self-regulation

Question 50

PRODUCT AND SERVICE OFFERING DIAGNOSIS:

Taking inspiration from the real-life story of Victorinox and how they adapted after 9/11, take a look at your products and/or service offerings for your business. List each product or service offering and determine which are solid or “_____-______” and which could be vulnerable to changes in the market or technology. For each item, list the factors that could cause disruption, why it could be vulnerable, and then draft a forward-thinking plan for what you’d do to combat loss of market share or impact to profit. Be honest. This will get you thinking critically about any flaws or shortcomings of what you offer in an effort to stay on top of what you deliver for your customers.

Answer 50

“RECESSION-PROOF”

Question 51

DRASTIC CHANGE:

You’re right near the end of a successful change initiative when your company’s stock price starts to plummet. Products have been recalled. Two of your senior-level staff have resigned. Now what? Ask yourself these questions to help guide your next steps:

• What are ________ you can commit to this week (that are measurable) and outcomes you’d like to achieve to help matters?
• What would be the impact on you and the organization if you do nothing?
• What are your biggest communication needs right now?
• What are your biggest people needs right now?

Answer 51

three activities

Question 52

FIELD WORK:

Your organization is going through another change and your employees are thinking, “Here we go again, another change!” Even you are wondering, “What now?”

Get out in the field. Think about the people in your network—friends, former colleagues, and people you respect. Use LinkedIn and other _________ tools to your advantage. Send some emails, make some phone calls, and speak to leaders you respect who have?
been through significant change efforts. What helped them? What worked? What didn’t work? What regrets (if any) do they have?

Personal testimony is powerful. Being able to listen, ask questions, and take notes will help you immensely as you focus on your own change effort.

Answer 52

social media

Question 53

TAKEAWAYS:

First and foremost, find _______ in your organization that you can rely on and turn to throughout the process.

Answer 53

champions

Question 54

TAKEAWAYS:

_______ make change efforts possible, and it’s always best to let your people know they are highly valued.

Answer 54

People

Question 55

TAKEAWAYS:

Keep a positive mind-set and stay _______ and agile. Coach Bill Belichick and Carl Elsener Jr. led their respective organizations through good times and bad by modifying strategies and putting their people first. By appealing to the emotional needs and wants of the people you lead, you will persevere through any change effort and come out better for it.

Answer 55

nimble