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Leading Change Discussion with: Date:

What do you want to discuss? Why is it important?

What is your objective(s) for this discussion?

How will you know whether the person/team has accomplished the task or is achieving desired results after the discussion? How will progress or success be measured?

What are the personal needs, tendencies, or characteristics of this person/team that you need to consider?

What are the opportunities/challenges in this discussion or the underlying situation?

Opportunities Challenges

© Development Dimensions International, Inc., 2004. 1 Permission is granted to photocopy this page for internal use only. KEY PRINCIPLES MY APPROACH Esteem  Be specific and sincere Control Influence No Control  Be honest about the change

Empathy  Describe facts and feelings  Allow time to absorb implications Involvement  Unleash ideas with questions  Openly discuss barriers/concerns Share  Disclose feelings to build trust  Explain rationale for the change Support  Help the person/team make decisions, but don’t take over  Clarify responsibilities

INTERACTION GUIDELINES

*1. OPEN by describing the change. Make procedural suggestions  State purpose and importance of discussion Check for understanding  Offer background about the change, including rationale What will I say to establish the purpose and importance? What background information will I be prepared to share? How can I use Key Principles to build confidence and trust?

2. CLARIFY how the change affects the Make procedural suggestions person/team. Check for understanding  Discuss the person’s/team’s involvement  Discuss issues and concerns How do I think the person(s) will be affected? What will I say to begin discussing how the person(s) will be affected? What might the person(s) be concerned about? What will I say to begin discussing issues? How can I use Key Principles to discuss concerns?

* Time allocation

© Development Dimensions International, Inc., 2004. 2 Permission is granted to photocopy this page for internal use only. 3. DEVELOP ideas for implementing the change. Make procedural suggestions  Seek and discuss ideas Check for understanding  Explore needed resources/support What ideas do I have for implementing the change? What will I say to encourage the person(s) to develop ideas and identify resources? What support can I provide? How can I use Key Principles to develop ideas?

4. AGREE on plan for implementing the change. Make procedural suggestions  Specify actions, including contingency plans if appropriate Check for understanding  Confirm needed resources/support  Confirm how and when to track progress What might I say to guide the person(s) in deciding on next steps? What could I say to encourage contingency thinking? What might I say to prompt ideas for tracking progress? Which tracking approaches might I suggest? How might I use Key Principles to encourage the person(s) to commit to a plan?

5. CLOSE by summarizing and confirming Check for understanding commitment.

 Highlight important features of plan  Confi rm commitment level What might I say or do to highlight features of the plan? What might I say to check commitment level? What might I say to convey confidence?

REFLECTING ON THE DISCUSSION

 What one thing did I say or do particularly effectively (for example, to identify purpose and importance or use Key Principles)?

 What one thing could I say or do more effectively next time?

© Development Dimensions International, Inc., 2004. 3 Permission is granted to photocopy this page for internal use only. ONGOING OBSERVATION, FEEDBACK, AND SUPPORT Actions we agreed to (who will do what by when): Person/Team Me/Others

Ways we’ll observe performance: Feedback on performance (STARs) Periodic updates S i t u a t i o n / T a s k  A c t i o n  R e s u l t

Direct observation (me or others)

Self-report

Ways we’ll measure results:  Quality—Direct observation (me, partners, customers), customer survey results, error rate, number of orders filled correctly, amount of rework, other

 Quantity—Units produced, sales made, number of calls taken/placed, downtime, billable hours, other

 Cost—Cost of scrap, actual vs. allowed expenses, expenditures vs. budget, cost per unit produced, other

 Timeliness—Deadlines met, response time, processing time, milestones met, weekly targets met, other T i m e l y  B a l a n c e d  S p e c i f i c