Chicago Change Partners is about assisting teams and leaders to successfully navigate change at critical times; changing an organization is an opportunity to change the nature and direction of the organization; and, these opportunities only come around so often. Moving away from the predictable status quo causes a deal of anguish on everyone's part; but this is a time energy can be unleashed, and if appropriately channeled, can provide momentum. The change might be a start-up, turnaround, an opportunity to make a pre-emptive move in the marketplace or a corporate large-scale transformation.

Change will happen. And, your legacy is often determined by the speed with which senior leadership acts and the sure-footed implementation they lead. Change comes at leaders in two ways: One is reactive¡Kthe other approach is proactive:

• Reactive change is just fixing things... "getting back on track"
• Proactive change is "getting ahead and building to stay ahead"

Market leaders need game-changers, leading --not finding themselves behind in launching change initiatives within their industries. Change is not a program. Proactive change is systematically focusing in on the key levers that can help you drive change over time - building an organization for the future. Nothing fancy, just focusing in on the basics.





To that end, we believe that building the change capability you need is not a one-time event, but is a consistent push, a cadence to assure that you have solid leadership teams at all levels in the organization. Many things are elective in a change effort; we believe that this is not.

The following outline is what we provide before the change is underway, during the process and most importantly, what we do to assist in "Making Change Stick".

If you would to discuss your situation and what we might be able to do to support you, please indicate that on our site or give us a call.

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The triggering event for a change effort: Normally when there is a specific event, such as a downturn in financial returns, a significant opportunity presents itself, a change in leadership at the top¡K or when there is a confluence either of influential Board members, the CEO or the senior leadership team, someone or some group decides that 'we have a need to change'. Normally, they shop the idea and then there is an agreement...that a change is required...

Assist in developing the business case:...There must be a rigorous confrontation of reality:

• CpC can conduct interviews in the organization about the organization's greatest weaknesses and new ideas and solutions that might help you launch a change and keep it going. The data gathering and approach needs to make it safe for those interviewed to be brutally honest.
• We will summarize that data thematically,
• Present it and assist in processing the data in a senior leadership forum.

Lay out a roadmap of change:

• The reason for change; ...what is the destination long-term; what are the transition points...from and to; and what does this mean to us in the near term?

Support and Coaching for the CEO and senior leadership team;

• Reaching conclusions as to how the team will work together during this unique time; a meeting or a series of sessions to reach conclusion as to:
  • Issue resolution process;
  • Expectations of leaders during change;
  • Meetings, ground-rules; project management stream charter and staffing
• A briefing on the dynamics and reactions to change; using our proprietary tools:
  • Change Commitment Curve; from contact, adoption to internalization
  • Roles of those involved: Change Adopters: from Innovators to Late Majority and Laggards
• Coaching to deal with the reluctant executive...'must get on the train'; launching a transformation always involves a significant shifting of resources and power from the old agenda to the new one.

Assist in laying out the Project Management Stream* activities and teams:

• Provide briefing as to role, expectations, typical issues and dynamics;

Conduct an analysis of Potential Problems and preventive and contingent actions; based upon that;

Develop a more 'fine grained' change map ...3 "Greats"...plus what will happen in each area;

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*A special word about the Project Management Stream: This mechanism is different than 'business as usual'; a project by definition is unique to the organization, requires resources and focus; is outside the mainstream of the business for the duration of the project, but will be shut down and folded back into the business as the project concludes.

Effective sponsorship is the single greatest contributor to success. In a successful change project you would see sponsorship being: active and visible, both publicly and privately; ensuring that change remains a priority; communicating a compelling justification for why the change is happening a clear understanding of the goals and objectives of the change; demonstrating commitment as a rolemodel for change and providing sufficient resources to assure success.

Reading the Signals: Leader must see the need for change before others in the market or company, seeing over the horizon to opportunity or crisis

Making the Case: A leader must appeal to Board of Directors, senior leader and key opinion leaders about the need for change—NOW. They have to light the fire; they must convey a sense of urgency;

Assembling the Coalition: Leaders commission the project and assemble the project management team, providing resources and power to get the job done; paints a picture as to the end-state; delegate¡¦s responsibility and assigns accountability. One of the traditional issues is under-communicating the vision; a solid leader takes care of this issue. On the teams should be individuals that the organization ¡¥cannot afford to give up¡¦. The work is too important to beput in thehands of someonewho 'has the time todoit'.

Some of the actors/groups:

• Steering committee: Their role is to make decisions, keep the focus on the priorities, identify critical crossorganizational issues, and 'stay cool, calmand committed'.
• Project Management Team: At the operational level, responsible for keeping the project going—this is commonly an inside team, along with outside resources devoted to implementing the decisions made; reporting back...;is it working; and putting out fires that could endanger the end-state. An exceptional team has the skills, expertise, perspective, is highly credible, experienced and has the personal commitment towork through tough issues and 'tangles'. An effective and motivational leader is essential in this role.
• Implementation Team(s): These are the teams—in various business units and functions that has the day-today responsibilities to get the project work done; spot, manage and resolve issues; turning issues into nonissues; communicating tokeep everyone on the same page.

Staging and protecting the Implementation: The leader endorses the change game plan and is available along the way to protect the change from 'show stoppers' and those who would detour or derail; they

• Apply the Carrot and Stick
• Are the champions of communications—an essential element in a change effort: Communication needs to be at the top of the list as to "things that need to be right". Communications need to be consistent; open and honest; targeted and tailored at the specific recipients; delivered through a variety of media; and providing ¡§the right communication to the right stakeholder and the right time"

Complete the Mission: Leader ensures the project delivers results on time and on specification; he/she closes down the project; Signals adoption of new way or working and recognizes contributors.

Make Change Stick: The leadership team and Board apply new policies, values and methods. They are vigilant to backsliding and going back to 'business as usual'; they steadfastly requires use of new DNA and symbolically kills any sign of retro work.


Guidance for the Policy team— assures that you get compliance...if not, coaching to make sure others get 'back in line'

Employee engagement...commitment—design/develop and preparation for delivery of an education program that will be conducted by their managers

• Keeping issues on track
• Problem solving
• Thinking through the fall-out; how to handle this

Direct assistance and support for the Project Management team

Management assistance: Prepare coaching guides for all levels of management¡Ktranslate the new expectations Communications regarding wins—changes

Adjust the Communications road map—Prepare communications packages

Plan for project completion—identify systems and processes need to be changed or modified; most notably Performance Management and reward/recognition

Embed Issue tracking and resolution systems in the organization

Develop an overall Education and training strategy to reinforce and educate about...'now, here is how we do things around here'.


Making change stick is often the perilous last mile at the conclusion of any change project. This last mile often comes after victory has been declared, the celebration has wound down, and the operation has returned to its business-as-usual mindset. Yet, this last mile is the time when seemingly changed values, policies, processes and practices fall victim to revisionist thinking and back-to-normal action as senior management turns its attention onward to the new crises of the moment. The last mile is that period when the new DNA fails to become the new standard and hard fought advances are lost after the war was thought to have been won.

Making change stick requires leadership vigilance and management reinforcement...this is a time for the art and discipline of change management by senior management to persevere in consolidating the gains from change.

1st: Communications Focus:

• A- Initial communication to leaders and key Managers of the New Entity... —Assure Leaders gets the same, consistent message at the same time: "The train is pulling out- We need you on the train/I want you there" ...it is important to ,Get on the train, ...if you choose not to, I can understand ...but, if you are on the train, here is how you are expected to lead. If you do not want to be on the train...come see me, 'no harm, no foul' —if you do not come to see me, I will assume that you have 'signed up'.
• B- Coaching guides and communicate package handed out —that they will be expected to deliver in their units in the next two weeks; ...tracked and reported on;

2nd: Leadership Vigilance and management reinforcement
Monitor and be extra vigilant about 'slippages': Empowering watchdogs; auditors—make sure they understand what is acceptable/not-acceptable;

• Act decisively on 'slippages' —sanction; also cite where exemplary behavior is going on—reward publically

3rd: Migrate toward the new ‘End-State’: on-going action items that are a part of Leadership Agenda

	Policy/ Practices	People (Who)	Processes (How)
Start	• Dismantling old symbols and processes • Differentiating on performance	• Assure you have high talent in pivotal jobs • Story telling sessions with high performers/high potentials	• Document/'map' new work processes • Construct coaching guides; train the new way of working • Make sure that expenditures fund the new – worse case—wind down the old
Fix/Improve	• Compensation policy: Those that do-Get; Those that don’t- Don’t • Meritocracy in pay/rewards and provide what is important to your best performers—give them some extras	• Accountability for change implementation • Take the talent assessment process down; demand accountability	• Placement process— monitor/enforce promotions for most talented • Metrics package...make sure that what is measured is important to the 'new' • Measure the new culture...4-6 months post launch • Education and training offerings—make assure alignment-'control the schoolhouse'
Maintain/Sustain	• Policies and practices that accelerate movement toward the new direction	• Solid leaders in place to provide and mentor others	• Existing processes that support and enhance the new direction
Move Toward	• Publically and frequently cite good results or taking risk at various levels	• Monitoring and acting on poor performers	• Mandatory education and training to communicate and skill-up around...the 'new organization'
Stop	• Ascertain what policies or legacy practices that are counter-productive - eliminate	• Tolerating –'non-sign up's'—act swiftly and decisively	•Accepting poor placements in key positions; take strong action if a pattern exists with individuals or units

A word or two about one of our values; transferring what we know inside

Our flexible, multidisciplinary team approach allows us to deliver customized services efficiently and effectively. We train your staff to be sure they can apply our tools consistently and effectively. Our Tools enable your organization to reach your goals and sustain improvement. Most importantly, all the tools Chicago Change supplies as part of our service agreement remain with your organization and become a permanent part of your operation. They’re yours to keep, providing a distinct competitive advantage for years to come. One way of viewing our relationship with your internal staff:


We invite you to contact us to discuss your needs and how we might support your change effort.