Once we've defined the behaviours we want to see in the change, how to we ensure that they happen?  This is where rewards and recognition come in.  

There is a lot of new science and understanding on how rewards and recognition work.  In this episode I weave together old science with the new, and talk through examples of how this has played out in the change work I've done in various settings. 

I also highlight how rewards and recognition need to be structured in change initiatives to make them successful, and the difference between intrinsic and extrinsic rewards systems.

Show notes are available at www.connectedchange.com

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Leading people through change means that we, as change leaders, need to work through behavioural change and the adoption of new behaviours to replace old ones.  Sometimes maladaptive behaviours are difficult to uproot because they have a system of reinforcement.  To change this, we need to "ignore" the behavior (stop reinforcing it).  What then happens is that the unwanted behavior increases in frequency and intensity. This phenomenon is called an extinction burst.  

In this episode I talk about these concepts from behavioural science, where they show up in change and our essential role as change leaders.

Show notes available at www.connectedchange.com

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Implementation and adoption requires that we change behaviour.  When all is said and done, and after everything has been set up and is ready, reality hits when we actually have to DO something! 

I walk through several examples in this episode that illustrate this phenomenon and how behavioural science helps us understand what works, and what doesn't when we're implementing change.  

Show notes are available at www.connectedchange.com

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We're taking a pause from our regularly scheduled programming to answer a great question that popped up in one of the change forums out there on the wild wild internet. 

This week we address how to change successfully in an entrenched cynical culture that is also a unionized organization.  We draw from Connected Change (TM) to frame the answer using the five elements to frame and approach. We also draw from our lengthy discussion on systems theory and change in systems when thinking about and discussing how to change in a unionized organization.

show notes at www.charthouse.ca/change-course-podcast

In this episode we talk about the power of story and history and examine the stories of two different organizations that had specific approaches to this.  One had a historian on staff and a whole department devoted to the archives of the organization.  In an environment of change and flux, their historical record became the standard when change meant that few people could remember history for themselves. 

Another organization was an outlier in their industry, and approached their business with a commitment to deep community ties.  The community became concerned about the activity of some outsiders who threatened to disrupt the business. The approach that this organization took was revolutionary, they hired a journalist. 

Listen to hear more about how two organizations have approached the power of story and history in new ways.

Show notes are available at www.connectedchange.com

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Are you a new Change Manager? Have you just been handed a big change project and don't know where to start?

This is our final episode in a 4 episode series on my expert advice to Change Managers just starting out and how to set yourself up for success! Go back and check out all of the “For the Newbies” podcasts to catch up.

In this episode we talk about what change managers don’t want to talk about.

Change can be an incredible, transformative experience but it can also be exhausting and draining. Change brings up difficult emotions and it is difficult as a change manager to navigate a storm of emotions in the organizations we are trying to help.

I’m often called in by the organizations that are struggling with change. This means that the emotional stakes are higher, as is the level of difficulty.

Listen to learn about the foundational practices that every change manager needs to start doing to be the best possible leader during time of change.

Show notes available on www.connectedchange.com

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In this episode we talk about the important link between “talking the talk” and “walking the walk”. Change for the people doing the change requires a change in behavior. So how do we make this happen? Change in behavior is not achieved by talking about it, but rather by doing it.

Where talking and doing align, you’ll see amazing results!

Secondly, the critically important part of change is leadership demonstrating and acting vs. just talking. There is an important tipping point that happens with change adoption when leadership are seen doing the change and demonstrating it for the people they are leading. It also reinforces expectations for people in a visible way. Change champions play a role as well, in being visible supporters of the change by doing and demonstrating vs. just talking about it.

Show notes are available on www.connectedchange.com

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The question my anxious clients always ask at the beginning of a change initiative?  "When can I see the change management plan!"  and oh my, I do sometimes need a little patience when we think that all of the answers will be inside this magical document.

show notes:  www.connectedchange.com

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Are you a new Change Manager? Have you just been handed a big change project and don't know where to start?  Follow along for this 4 episode series on my expert advice to Change Managers just starting out and how to set yourself up for success.

In this episode we talk about the fundamental role of the change manager, and thinking about change leadership and the people they are leading in two key ways.  Understanding how change affects people is the cornerstone to strong change management results and a key part of the Connected Change (TM) Approach.  Bridging the gap between those leading change and those affected by it as well as the one key activity and skill that you need to hone in the first part of change are the focus of this episode. 

show notes:  www.connectedchange.com

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The first step in successful change is letting go.  Letting go of the past, expectations, what has always been, is a critical part of the change journey. Without letting go of the past, we cannot make space for what is to come.  We have a hard time doing this, however, and letting go brings up a lot of very negative emotions that people typically want to avoid.  So how can we better manage our thinking around letting go, and our desire to have control over our circumstances?  I talk through 2 examples I've used in client and personal situations and what to expect with the negative emotions that can come up in this stage of change.

show notes:  www.connectedchange.com

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