This has been quite an adventure, this blogging thing.
My 500th post got here both quicker than I thought it would and took almost three years.
100 I gave that many tiny insights.
200 was a short list of favorite posts.
300 I proffered a tidbit list of more insights, tools to use, things I have seen.
400 My kids thought this was impossible (they love this list thing). I cheated here and listed ALL 400 posts in chronological order.
For 500 I am going to take a trip down memory lane and at the same time clean up a little and CHANGE things a bit. (Like I will be able to find the time between writing and client work- sleep is overrated right?).
Here goes:
500. In my first post I said I would be contrarian- check that one off for sure.
499. Also in my first post I forgot to change the title- it is the WordPress “hello world” for your practice post. Looking back at change you will often see how truly naïve your were.
498. And I used the word heady. Does anyone use that old fashioned word? Blogs are about finding your voice and relaying knowledge. Maybe there was a reader who liked that old fashioned use of a word?
497. It did not take me long, second post, to go after Kubler-Ross and “change as death”.
496. Fun with words early on- “So instead of dragging participants through a tragedy that may not even exist…
495. End state definitions were my focus early on.
494. Empathy, motivation and context- three of my own buzz words for change.
493. Best laid plans- a glossary. I did not keep that up… although there is some good stuff in there for a book.
492. Owner is an important one- the highest executive connected to the change (owns the budget and therefore the results).
491. Champion is the first word struckthrough- not to be included in the glossary.
490. Current and Future State too.
489. Readiness.
488. Resistance (of course if you have read many of my posts).
487. First metaphor, throwing balls over fences, executives and neighbors. They say a picture is worth a thousand words (metaphors have to be in the 10,000’s when they work).
486. A play on the acronym wars.
485. The first languaging discussion.
484. Corporate Change Management acronym coined- CCM.
483. First Kotter dig (just a little one).
482. First story tied to change. I have always thought stories a little hokey and condescending (in business writing), but they have proven too be VERY powerful (think Cheese and Change- no please don’t I was kidding).
481. That little story also explores change states (future, current, end, transitional).
480. Assumptions. This was the first crack at assumptions. It is started a pattern of inserting themes to carry from post to post. At that point in the blogs history I had no idea I would ever have many readers- you have to have a reader for a theme to work (thank goodness for genuine humility and naiveté).
479. One of the fun things about blogging is the stream of conscious nature for some posts (some also get edited and re-edited like an article- when there is time). In the middle of that thought unloading little gems of wisdom can pop out. Here is one: No strategies in a vacuum.
478. An oxymoron: Change is here to stay (of course it is…and it isn’t).
477. Also the first study citation- IBM’s Enterprise of the Future, White Paper (2008).
476. Internal vs. external consultant theme. This theme also recurs often.
475. Change well done has a lot to do with the ability to translate. Idea must become work. Strategy must become execution. Energy must become effort. All of those transitions require translation.
474. Translating transitions. Maybe a gem of wisdom?
473. Going after the competition full speed ahead:
472. Overzealous change management.
471. Templates and templating change.
470. There is another fun aspect of blogging, making up words. This time “templating”. Sometimes I use a word because grammatically that would be what you would say. I think, “that can’t be a real word”. Half the time it turns out it is. I will put one in when I find it in this horizontal history journey.
469. And I went after Readiness.
468. And assessment (which isn’t really fair since I always assess something with clients).
467. Reports too. Some reporting is OK- the explaining because understanding needs to take place. The weekly or, heaven forbid, daily, update thing is for project managers. Change has a longer time frame (and consultants should not be locking themselves into the effort internal governance creates).
466. Tools I took a jab at too.
465. Going after McKinsey even- there’s a contrary push.
464. Assumptions is back already.
463. Resistance.
462. Change by story (messaging- stay tuned for the change is not selling coke post link).
461. Passing the work buck type of change.
460. Assumption that is OK: Your stakeholders understand change
459. Another: Understanding them and their individual connection to change is powerful.
458. More: Making that connection and illustrating the path (ok with some story built in) will create motivation.
457. Gets you: Energy, teamwork, participation, smiles and pride all will come as a result
456. Instead of assumptions: Here is an even simpler approach for you, the executive leading change- A perfect balance of business acumen and Empathy.
455. Translators.
454. Phase really simplified: Idea to Plan.
453. Plan to Action.
452. Action to Use.
451. With translators for each.
450. Not necessarily the same people.
449. Probably not.
448. Throwing initiatives into functions.
447. I coined the term for this “vertical change”.
446. Six other vertical change initiatives: Transitional change into HR.
445. Big technology change straight to IT.
444. Supply chain change to Marketing.
443. CEO reorganizational change to the successor/groomee. (I didn’t even have to look for that made up word- it did make the wiktionary dictionary- say that three times fast).
442. Just a really long title: “Corporate and People Strategy versus the Strategy of Change Implementation”.
441. It did fit the post though.
440. And the first mention of horizontal change.
439. I am pretty sure I have not officially defined that (501?).
438. I like this post (you can decide for yourself)- sticking up for the stakeholders.
437. A cascade of do this and this happens:
436. Stakeholders expect change to be tied to corporate strategy.
435. When it seems not to be (they are very astute those stakeholders) they think:
434. One is that management has no idea what they are doing.
433. Two is that management does not care about the individuals in the organization
432. Belief one creates a loss of faith in leadership.
431. Belief two creates a loss of faith in leaders.
430. Both cause change to grind to slowdowns.
429. The “W’s”.
428. I realize lots of models use this.
427. I have tried to use it in different ways.
426. Why
425. Some people want to know why before they jump in.
424. Where
423. Some people want to know where the change will land.
422. Who
421. Some want to know who will be participating, when and at what level of accountability.
420. What
419. Some just want to know what they are supposed to do.
418. When
417. Some need a when date to shoot for.
416. And How. (ha).
415. How
414. For process oriented team members we add How. Honest we wish it started with “W”.
413. And that is a little funny, the use of we. OK it is really me… but if the readers of horizontalchange.com agree then it is we (a different we than I thought employees might be- there is a post there about deciding the path you will take as a consultant- 502?).
412. Possibly a reflection of the engagement I was on at the time- RESISTANCE, in capital letters.
411. It is actually about resistors- yes they do exist.
410. Accountability and Responsibility.
409. Danger words those are.
408. Even more so that I was talking about Change Management accountability and responsibility…
407. Ha.
406. Only one accountability is listed- the end state.
405. Responsibility?
404. Helping stakeholders always know context of work .
403. Showing stakeholders the level of their needed participation.
402. Ensuring trust in leadership.
401. Translating and communicating project accountabilities.
400. Fulfilling the role of central empathetic mediator and communicator.
399. Always thinking horizontally and holistically.
398. A day away from the office.
397. My kids help me “see” change management in a different way.
396. They do that all the time.
395. It used to just happen.
394. Now they are old enough to impart some REAL wisdom.
393. I listen.
392. Intently.
391. So you have a story, a connection to people and some old fashioned canning and togetherness.
390. And the juxtaposition (first one) of think or act at the start of change.
389. They were coloring labels for their canning:
388. Some kids seemed intent on picking the right color.
387. Some seemed deep in thought- no grabbing of crayons, no words written down, just contemplation.
386. Some wrote their names, or made up a company name or wrote the product first.
385. Some were wild and erratic in throwing down the design, some smoothly controlled.
384. And a few seemed to get a balance between think and act.
383. Judging the results is of course subjective, but I found that the ones who acted first could not change their course (they used crayons).
382. The ones who thought too long ran out of time.
381. The ones who jumped to gathering resources ended up with confusing unbalanced designs.
380. And not one of them consulted with any of the others.
379. I came away with two things.
378. One, I think I have worked with each of their parents or someone just like that.
377. Two, what a fun team building exercise (and chance for a consultant to quickly gauge a group).
376. This is one of my favorite themes: Past, Present and Future.
375. This time it was to illustrate that this might be three different types of stakeholders.
374. Past- status quo.
373. Present- stuff (organization, tasks, projects etc.).
372. Future- energy, perspective.
371. Past persons strength- ability to articulate the difficulties of change for environment and culture.
370. Present persons strength- their ability to act and get things done.
369. Future person strength- describing a big picture/end state and, often, making the translation to the other two groups.
368. One of those short little statements to describe successful and unsuccessful change:
367. Success managed motivation. Un-success battled resistance.
366. A short attempt at defining Horizontal Change in terms of high level change:
365. High level change:
364. Requires collaboration, agreement and shared purpose across the first horizontal.
363. Is often transformational.
362. Is often cultural.
361. Typically involves all connected in some way, internal and often external.
360. Can be killed by the effects of “vertical” in an organization
359. High level change entities and roles.
358. Intuition for Change Management Consultants.
357. Design and Structure duke it out with Method and Approach. (a period link- a Jacob Nielsen cringe-worthy)
356. Successful Change Management- I would put the list in but it is better in context.
355. I started building toward my White Paper on Corporate Change Management.
354. Design vs Method still a theme. There is a yin and yang going on here
353. Internal change roles began appearing.
352. Good in that it means CM was beginning to get visibility.
351. Bad in that the use of internal resources just further strengthen the forced change approach.
350. Because it is always layered over project management.
349. And because, start the fire, those who choose internal are not as experienced as those who resist the siren song.
348. Experience does not always equal better chance for success, I admit.
347. Except with change management it usually does.
346. CM just works better with an outside perspective.
345. And no monitoring from the performance management system.
344. Why not use those externals to train the leaders internally.
343. Then you only need low level internal change managers.
342. Which is even cheaper.
341. You chose the internal version for price right?
340. No worries.
339. The externals will wait until you call.
338. You always call.
337. Keep in mind the later you call the more it costs.
336. Full circle back to those externals that get it and watch.
335. And learn.
334. From multiple clients.
333. And multiple engagements.
332. In all kinds of environments.
331. Quick flash forward to now- rates have REALLY gone up.
330. In a very short period of time.
329. It seems those calls are being made.
328. I rest my case. :-)
327. And climb off my high horse…
326. This was one of my favorite metaphors.
325. Maybe it was too early, but it did not get many visits.
324. Can you visit the “knight in shining armor” metaphor.
323. Communicating change.
322. Time.
321. Place.
320. Context.
319. And my first closing paragraph.
318. I learned quickly this blogging thing is about more than just writing.
317. There is the title thing (catch attention, short, searchable, etc.).
316. There is the whole statistics thing (time suck!).
315. There is the writers block.
314. I keep a running list of ideas so I am OK so far.
313. And there is just the time needed.
312. But every once in a while out of this air comes a compliment.
311. Or an example of a use of something I said.
310. Or now that I am really beginning to figure this out a retweet.
309. Or a link back.
308. Or a rewrite of a post.
307. I like those they turn me around to look a different way.
306. One of the most important skills of change management.
305. Needing continuous practice.
304. First round discussing the business of consulting.
303. This time contracting.
302. Upfront.
301. Retained.
300. Direct.
299. Tackling the hourly roadblock.
298. A consultant perspective maybe, but worth a look for clients.
297. Also delving into the consultant vs. contractor role.
296. And the first mention of the Microsoft case that changed the industry.
295. That and the economy.
294. Which at this point had not appeared as a factor.
293. Wait for it, because BOY was it a factor!
292. First Alan Weiss mention.
291. His books formed much of my perspective about consulting.
290. Not always helpful on the revenue front.
289. But character building for the consultant in me.
288. I always knew the two would line up.
287. They have because I stuck to my guns.
286. By looking past some of the little things that get in the way.
285. In order to look back on them for fixes and solutions.
284. Did I say “things”?
283. I might have meant people…
282. The Alan Weiss post was a link to and about big firms vs. solo.
281. Of course solo wins out.
280. My simple reason is that a lot of solo consultants spent time with a big firm.
279. But those who spend a lot of time with a big firms often do not do well as solo consultants.
278. They do sometimes just recreate the big firm.
277. What is success then?
276. Cash?
275. Or the effective practice of consulting?
274. Ha.. a measure of both is nice.
273. Coffee Persona, one of my favorite created terms.
272. Your Coffee Persona is the you that shares coffee and discussion/dialogue with a close friend.
271. That you could stand to come along for presentations.
270. Some insights from my previous life coaching presentation skills.
269. Change Management and Learning Styles.
268. In case you are wondering what those are:
267. Visual-Spatial.
266. Auditory.
265. Kinesthetic.
264. Verbal.
263. Logical.
262. Social.
261. Solitary.
260. I think spatial is its own category.
259. If you are truly spatial you see things in 3D.
258. With perspective forward and back in time.
257. With an understanding of place.
256. And how things fit together.
255. Did I say things again?
254. I think I meant people.
253. Again.
252. The “What is Good Change Management” question.
251. The first dandelion post (Organic Change Management).
250. It got up to four post.
249. Organic change management is a big deal.
248. In good ways (energy).
247. And bad (not very successful for the time, energy and hidden money devoted to it).
245. I began to see that change moves in waves.
244. That same post addresses anticipating change.
243. This was another one of my favorites- change from the shore.
242. Because I am a dreamer.
241. Not gonna change that!
240. If you can dream then you can look back from the horizon.
239. The horizon, of course, being the end state.
238. As you know it at that point.
237. Partly cloudy or mostly sunny? perspective.
236. Since I have passed a few New Years since I started that is always a theme at the beginning of the year.
235. Fresh beginnings.
234. And starting over.
233. Even if it is just pretend.
232. My daughter said once, “explain to me again why Jan. 1 is any different than the other days”.
231. Kids.
230. The gatekeepers.
229. The energy and fire of change.
228. I LOVE that part!
227. Waves of Change Start with a Single Drop- one of those catchy titles (or so I am sure I thought at the time).
226. How many drops does it take to make a tsunami?
225. The Change Management energy account was, I distinctly remember, a reaction to the burnout in organizations over operations labelled as change.
224. And the genuine piling on of huge change all at the same time.
223. At this point we were all about ready to get slammed by the economy.
222. Some “change” is just all together NASTY.
221. In hindsight we can not change back.
220. We have been deceived (and no individuals have been held accountable).
219. Trust is a big theme for change.
218. Many different kinds of trust have been eroded during my blogging time.
217. And wouldn’t you know it. The next post is the first in reaction to the economy.
216. Do you skim from everything to save money?
215. Or just eliminate certain things?
214. You do know the answer…?
213. Skimming (at least from a change perspective) rarely works.
212. There are some posts with messed up formatting. Do you go back and fix to make everything consistent? Or is there a tie to the past in the development and learning that took place?
211. If you try different things in a process and leave them there you have a path through the experimentation.
210. Standardize and that is lost.
209. But does it matter?
208. The Trusted Adviser is my favorite hat to wear.
207. It is the one person who gets permission to stretch things a little.
206. To ask the hard questions.
205. To give the executive the kind of extra support (and critique) that they will never get internally.
204. To bring in the energy of seeing the future and possibilities.
203. Another fun analogy to bring back my rafting guide days: Going with the flow.
204. The first mention of my model (a couple hundred posts in).
205. Reinforcement for my push against models.
204. And toward flexibility and the “art” part of change management.
203. Posts get shorter.
202. Funny how that lined up with intense client work.
201. The change process is like that- heavy thinking then a period of burying in task.
200. Business buzz words and languaging. “Engagement”.
199. The first cliché.
198. The first “art or science” post.
197. Root causes and solutions fixes.
196. Who is the owner of change?
195. The executive responsible for the change?
194. The change agent?
193. The passed to leader (usually a director)?
192. All the stakeholders?
191. The CEO?
190. The change management consultants?
189. Change can be a lever for status quo tweaks.
188. Change is about looking at the big picture.
187. And quickly shifting to detail.
186. And then zooming out for a new perspective.
185. Why change management is not like selling Coke (or Pepsi).
184. Penguins.
183. I love penguins- dressed up nice all the time, gregarious, huggable.
182. The “People Side of Change”.
181. How many “sides” does change have?
180. This is my favorite analogy- two tug boats working together with little visibility.
179. Authority- this time I side with it.
178. The Reason for Change and the Reason to Change. Catchy titles again.
177. M & A Change Management.
176. That one has gotten a lot of hits over the years.
175. Mostly with image searches (“sugar in coffee” being a very common one I guess).
174. Could it be people are stealing pictures?
173. Mine are all paid for (iStock) or created by me.
172. Leverage your change management.
171. Now back out to the big picture.
170. Most popular post, End State Focus.
169. It could be the image again though (caterpillar to butterfly in one picture).
168. Number two: Explaining Change Management.
167. 3: Change Management Quick Wins.
166. #4 Changing Change.
165. Career paths for change.
164. When you start a blog you “decide” who your audience is.
163. It appears when you write unexpected stakeholders can be interested.
162. I started with the naïve notion that my readers would be senior executives.
161. They could be. I am never quite sure.
160. I am sure that many of my readers are those interested in jumping in to change management.
159. This is interesting- I have a decent readership with small cities and government entities.
158. Government needs change?
157. Government workers must do the change management themselves?
156. Small towns are looking for a different way to do things?
155. Whatever the answer- thank you to all my readers.
154. Another very popular post- Rates and Fees.
153. And, yes, I DO give actual numbers.
152. It is March 2012 as I write this.
151. Judging from the activity in the last month you might want to goose all those numbers up 10 – 20%.
150. Or expect to have some exits of your current CM consultants.
149. Which leads to an interesting topic that I have hesitated to write about- whether it is OK for a consultant to leave an engagement when a better one comes along.
148. I am mixed (but because of the huge range- jumps now equivalent to $50 an hour- I say its fine).
147. So much is third party that it is hard to renegotiate.
146. If it was my own direct client the rate would have been more reasonable- and negotiable.
145. Yet another reason third parties will be come back to bite you- potential clients are you listening.
144. Which leads to another topic I have not gotten to- the power of certain entities to force change.
143. Change that only works for a select few.
142. Number crunching insertions tend to flesh out that way.
141. Huge across the board reductions in budget equals quick savings.
140. And a slow expensive leak from the competency fountain as the best employees jump ship.
139. There are many examples from procurement, finance, HR (with endless rules and governance) and maverick (in a bad way) CEO’s.
138. Not to mention the practices of certain industries as a whole.
137. Have you looked at the value of your home lately?
136. And government (I am completely for government when it manages community in a reasonable way).
135. Initiatives (I live in California we have some loopy ones), same thing.
134. Proposition 13 here, to fix property taxes at only a 2% rise per year regardless of increased value (that used to be an issue) has devastated education.
133. When I was a kid we were in the top 5 for per pupil spending and test scores.
132. We have the honor of only besting Missouri now (and the per pupil spending there goes much, much farther with a reduced cost of living).
131. Change is everywhere- ubiquitous.
130. Even for me that is not always a good thing.
129. Back to the big picture for horizontalchange.com
128. Can you please visit my orphans- posts that only have one view.
127. Although that may mean the trip is not worth it…
126. Change Management as a Corporate Strategic Element.
125. Who is in Charge of Motivation? hey this one was pretty good.
124. Pure Client Environments. This one was good too- maybe bad title?
123. Shout outs for people who have influenced my thought, and therefore, my written words:
122. Alan Schnur
121. Bill Braun
120. Faith Fuqua-Pervis
119. Gail Severini
118. Jim Markowsky
117. Luc Galoppin
116. Paul Matalucci
115. A post influenced by a client comment, “you are suggesting front-loading change?” In their minds I was since the CM was layered over projects.
114. Which reminds me of a post somewhere in the middle about layering in a different way- layered vs. peeled off change.
113. And the other kind of layering, right over the project management process (very common and only effective for certain specific kinds of change).
112. Do we really need change management?
111. This post about the possible web of change management has been the most popular for practitioners.
110. I read somewhere that it is important to have lists for blog posts. I have never liked that so resisted for awhile. Then in the silly (maybe) pursuit of increased numbers for visitors I started. Wow, they were right. Lists are REALLY popular.
109. Now I like to pretend the number makes a difference… let’s go with 5, no 3, no 10…
108. A 10 list of challenges.
107. A 3 (for things that slow organizational change).
106. 6, tips for middle managers of change.
105. An arbitrary 24 things (without the numbers).
104. A post about the craziness of lists.
103. While drudging up the lists I found my favorite post: C Level Primer.
102. I have been doing this long enough to see patterns even in the contracting/consulting timeline.
101. In search of new ways to present information some back and forth from blog to blog of a similar theme.
100. This was a fun hodge-podge post about blending together all the elements of change.
99. Leadership is a theme I have skirted (there are so many academic leadership specialists I feel I hesitate to call myself an expert- or look like I am doing that).
98. But I work with senior leaders every day and I have for a long time, so that is a little silly…
97. A leadership post about types of change leaders then.
96. A fun one this time about the “Authentics”.
95. Titles, another way to look at leadership.
94. Leadership resistance to change (that is some kind of strange oxymoron, ha?).
93. Mini leadership.
92. Calling out leaders perspective..
91. Leadership deferral.
90. The Perfect Leader… actually the perfect client.
89. OK maybe I have written about leadership a lot…
88. The only time I used my name in a post- Garrett’s interpretation of the Change Process.
87. I originally wanted to use single words to frame many posts. It took me a while to get there. I guess I had a lot to say. Here is one about labels.
86. Now, in no particular order, some plays on words (with real definitions):
85. Nugatory.
84. Felicitate.
83. Winsome.
82. Yuppify.
81. Prescind.
80. Empirical.
79. Snarky.
78. Abnegate.
77. This one is interesting. Using the word I have always been a picky point for me. In fact I (see there it is) had originally thought to eliminate it from my vocabulary for this blog. With no I there is no voice. Voice is an essential part of communication and change. The decision was made to use that word, hopefully sparingly, by me. It is not easy to avoid the use of the word I. I.
76. This one sounds the best- propinquity.
75. Or maybe this one- stiction.
74. Weltschmertz.
73. Thole.
72. Satisficing.
71. Change of pace. This post, Sense of Purpose, has been the most popular for people I do not know. It keeps bouncing around as retweet and the basis for discussion in Forums.
70. This one raised some feathers- Tactical Change Management.
69. So I tried to soften the blow with a post on Change Tactics.
68. I harp on “Sense of Urgency” so I did some more softening with this post on the positive aspects of urgency.
67. Some 2012 futurist predictions (short term).
66. They are already starting to happen three months into the year.
65. An accumulation of horizontalchange stats.
64. Because measurement is a back and forth issue and theme for me.
63. Measurement is expensive.
62. Measurement is used for justification, but the real numbers often come after the fact.
61. So isn’t this more about trust?
60. Do you only need to come up with one good set of numbers and have them be right to save time the next go around (with no or less number crunching)?
59. And consulting firms use measurement (for a different type of justification) as a revenue enhancer- measurement takes time, usually actual time means money.
58. Although I have seen firms do a project price and then include measurement- a quick way for them to go over budget.
57. The same internally.
56. Measurement that does make sense is the after the fact kind. For change management a wrap up to see stakeholder reaction, post engagement, adoption and understanding of change (and that particular change) can be powerful- and worth the expense.
55. I have only had one occasion where a client called me in after the fact for “sustainability change management” (I made that up just now…).
54. What a great idea.
53. And an interesting experience.
52. Highly valued by the stakeholders by the way.
51. I started a question series a while back- first one on Consultant to Client.
50. Second one- Client to Consultant.
49. And finally (for now anyway) the third- Consultant to Implementary Client.
48. In the naïve assumption that these might be interesting for a broad set of readers I reposted then on the HR.com site.
47. And then I watched them slam the posts with the rating process.
46. Which after I smoothed out my feathers made me snicker.
45. I battle, and gather for important data, subjectivity ALL the time with change management.
44. If 400 people view a post and 5 ratings average out to 3 what does that mean?
43. In this case I get to say, “statistically- nothing”.
42. There is the feelings and emotion part though…
41. Just like change management.
40. People are people after all (my kids favorite post).
39. Like the naysayers.
38. Maybe we need to turn to the little people once in a while. Integrity from the first graders came from my daughters class.
37. There recommendations (impressive)- in case you missed that day in first grade.
36. We do go “beyond” first grade and empathy battles with impatience.
35. When you grow up though you can stop being a person and become a corporation. Because People are Corporations, my friend (I just had to use that title for something)(sorry Mitt you just make it so much fun to play with words).
34. What about some everyday change stuff?
33. Do a search for, “change management” and what do you get (today at least)?
32. Another hodge podge of varying definitions, that company that markets so heavily, and Wikipedia (which has a definition I don’t really agree with- but I am the contrarian when it comes to CM).
31. That reminds me of a playful couple of days where I did some searching for, “change management models”. Here is the tongue in cheek version. Models.
30. The more serious version (because it is my model).
29. But it is not really a model.
28. Because it is more of an approach.
27. That can potentially be used with other models.
26. Although it does fly in the face of a few.
25. OK a lot.
24. We are all gladiators in this Change Management Arena.
23. And many of us are unchangeable.
22. Unchangeable change agents. How does THAT make any sense?
21. A post that rankled (because it illustrates a different way of looking at things- aaagh CHANGE!).
20. Ah, semantics. We are all in this thing for ourselves, right? WIFM?
19. Here are some words with hidden meanings (sort of a semantics thing).
18. Are you bought in to this whole thing yet?
17. You have to take this whole change management thing with a Grain of Salt.
16. To help you along are the change super heroes.
15. A more down to earth new term- Professional Consultants.
14. They can dream.
13. And teach you how to dream.
12. It is OK to dream.
11. And it is OK to support things. Be a fan. Be an advocate.
10. So when it comes to change in your organization and your own life:
09. Look forward. Dream. Imagine end state. Stretch. It does not have to turn out the way you imagined.
08. Look at where you are now. That is the most solid ground (no matter how much it seems you need to change).
07. Look back- history is the foundation for change.
06. Then take that future, that end state and walk yourself backwards.
05. Look for blanks and missing pieces (those will be the things you can learn and acquire- everyone likes learning and acquiring).
04. On that walk back you will see what you have, what you can take with you.
03. Which leads you back through the present.
02. Too all those things from the past, good, not so good, “takeable” on your change journey, or better left behind.
01. Now you can plan and get started (your journey began on number 9- see how easy that was?).
00. Change.
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