Change Leader's Roadmap

DEAN ANDERSON is co-founder and president of Being First, a change leadership development and transformational change consulting firm. He is a powerful speaker, writer, coach, consultant and master trainer. Anderson's client list includes Fortune 1000 companies such as Microsoft Corporation, PeaceHealth, Servus Credit Union, Canadian Park Service, Detroit Edison, DTE Energy, Exxon, Cincinnati Gas and Electric, City of Calgary, The Clorox Company, Holiday Inns, United Way of America, Home Savings of America, Levis Strauss, People's Gas, and RR Donnelley and Sons. He co-authored with Linda Ackerman Anderson of Beyond Change Management and Change Leader's Roadmap. He has published over 50 articles and has been featured in Business Week, and regularly publishes in Warren Bennis's Leadership Excellence periodical. He resides in Durango, CO. LINDA ACKERMAN ANDERSON is a co-founder and vice-president of Being First. She specializes in planning for and facilitating transformational change in Fortune 1000 businesses and the military. Linda has spoken about her work on conscious transformation at national and international conferences, and is known as a thought leader and inspiring model of her message. During the past 25 years, her practice has focused on strategy development for major organizational change using Being First's renown nine-phase Change Leader's Roadmap. She resides in Durango, CO.

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• Foreword xxiiiPreface xxviiAcknowledgments xxxiIntroduction 1SECTION ONE UPSTREAM CHANGE 341. Phase I: Prepare to Lead the Change: Start Up, Staff,and Create Your Case for Change 36Hearing the Wake-Up Call 38Phase I: Prepare to Lead the Change 39Activity I.A: Start Up and Staff Change Effort 40Activity I.B: Create Case for Change and Determine Initial Desired Outcomes 54Consulting Questions for Activity I.A 72Consulting Questions for Activity I.B 742. Phase I: Prepare to Lead the Change: Assess and Build Your Organization’s Readiness and Capacity, and Build Leaders’ Capability to Lead the Change 77Activity I.C: Assess and Build Organization’s Readiness and Capacity 79Activity I.D: Build Leaders’ Capability to Lead the Change 85Consulting Questions for Activity I.C 101Consulting Questions for Activity I.D 1023. Phase I: Prepare to Lead the Change: Clarify Your Overall Change Strategy 105Activity I.E: Clarify Overall Change Strategy 106Consulting Questions for Activity I.E 1304. Phase I: Prepare to Lead the Change: Build the Infrastructure and Conditions to Support Your Change Effort 135Activity I.F: Build Infrastructure and Conditions to Support Change Effort 138Consulting Questions for Activity I.F 1605. Phase II: Create Organizational Vision, Commitment, and Capability 164Activity II.A: Build Organizational Understanding of Case for Change, Vision, and Change Strategy 166Activity II.B: Increase Organization’s Capability to Change 177Consulting Questions for Activity II.A 182Consulting Questions for Activity II.B 1836. Phase III: Assess the Situation to Determine Design Requirements 185Activity III.A: Assess the Situation to Determine Design Requirements 187Consulting Questions for Activity III.A 192SECTION TWO MIDSTREAM CHANGE 1947. Phase IV: Design the Desired State 196Activity IV.A: Design Desired State 198Consulting Questions for Activity IV.A 2078. Phase V: Analyze the Impact 209Activity V.A: Analyze Impacts of Desired State 213Consulting Questions for Activity V.A 2209. Phase VI: Plan and Organize for Implementation 222Activity VI.A: Develop Implementation Master Plan 224Activity VI.B: Prepare Organization to Support Implementation 231Consulting Questions for Activity VI.A 237Consulting Questions for Activity VI.B 239SECTION THREE DOWNSTREAM CHANGE 24010. Phase VII: Implement the Change 242Activity VII.A: Implement the Change 244Consulting Questions for Activity VII.A 25111. Phase VIII: Celebrate and Integrate the New State 253Activity VIII.A: Celebrate Achievement of Desired State 255Activity VIII.B: Support Integration and Mastery of New State 256Consulting Questions for Activity VIII.A 264Consulting Questions for Activity VIII.B 26412. Phase IX: Learn and Course-Correct 266Activity IX.A: Build System to Continuously Improve New State 268Activity IX.B: Learn from Your Change Process and Establish Best Practices 270Activity IX.C: Dismantle Temporary Change Infrastructure 273Consulting Questions for Activity IX.A 275Consulting Questions for Activity IX.B 275Consulting Questions for Activity IX.C 276SECTION FOUR LEVERAGING THE CHANGE LEADER’S ROADMAP 27713. Putting The Change Leader’s Roadmap into Practice 278The Model as a Thinking Discipline 278Developmental Stages for Learning the CLR Methodology 279Reactions to The Change Leader’s Roadmap Model 283A Top-Down Versus a Multi-directional Approach to Change 28714. Opportunities for Leveraging The Change Leader’s Roadmap Methodology 292The CLR Critical Path 293Using The Change Leader’s Roadmap as Your Common Change Methodology 293Using the CLR to Change Your Organization’s Culture 302The CLR Just-in-Time Consulting Strategy 304Accelerating the Change Process 308Using the CLR as a Phase Gate Process 31215. Continuing the Journey to Conscious Change Leadership 316Some Thoughts for Consultants 317Some Thoughts for Leaders 318Appendix: Phases, Activities, and Tasks of the Change Leader’s Roadmap 323Bibliography 329About the Authors 341Index 345