Change Management Consulting

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08 28 2013

5 Stages to Empowering Your People and Successfully Implementing Change

Business Management Consulting, Business Strategy and Implementation, Communication Issues, Mergers: How to Manage & Coach People Through Change, Mergers: How to Manage Organizational Change

August 2013


Stop for a moment and ask yourself: What significant changes are you and your team facing this season – perhaps a company or department merger, leader or employee development, or a new marketing approach? You probably have all the means – the site, the people, resources, even the blueprints for change – but do you have the ways? Do your people have the skills, knowledge, and experience to avoid lost time, lost tempers, and lost revenue? Can you grow your people and grow your organization, while also experiencing major change?

To successfully navigate and implement a merger or any major change effort, you will need to move your people into, through, and beyond the status quo. This means getting and keeping their buy-in and follow-through based on real trust and shared values. Can you help yourself while also helping them? Yes, it is possible, if you don’t mind putting yourself in what may become a highly political or vulnerable position. Mergers, for instance, induce some significant growing pains. They often lead to the loss of key staff and resources, as well as precious time and money. You may well be able to do it yourself, but keep this fact in mind: Do-it-yourself-ers are one of the main reasons 80% of all mergers fail, and fail miserably, at that. Is this what you want for your people (and your own sanity)?

You have some options. Remember the old adage, knowledge is power? Well, in this case this saying still rings true. Becoming knowledgeable about change can make the difference. The building blocks of change are: Pre-contemplation, Contemplation, Preparation, Action, and Maintenance. Knowing these five distinct stages of change and how to guide your staff through these stages will build a safety net around your staff and make them more productive sooner. Knowing the stages of change will make a real difference when you are seeking to keep rather than lose key people, maintain calm rather than suffer chaos, and know success rather than endure failure.

Helping your people anticipate and become comfortable with each next step, each natural and normal stage in a change process, will build their capacity as individuals and successful team players. This knowledge will have positive long-term, as well as short-term results.

Regardless of which stage a person is in, to get maximum results, it is essential to do the right thing at the right time within that stage. As leaders, we must have the foresight to recognize that each stage is equally important. Skipping or rushing through a stage would be misguided, because it would likely backfire and only slow down the process of productive change. Therefore, it is wise to learn how to slow down and take the time that is needed. In order to get it done faster, you must start slowly.

Five Basic Stages of Change: For a more comprehensive list on change go to:

Pre-contemplation. In this initial stage, individuals may be outwardly unaware of their problems or be in denial. Either way, they definitely do not want to appear broken or damaged. As a general rule, “Pre-contemplators” often wish other people would change, as in: “How can I get my superior to quit bothering me about my poor people skills? That’s just who I am.” or “Things will change during the next quarter when I get through this especially tough assignment.”

Contemplation. Contemplators are aware that they face problems and are seriously thinking about grappling with these problems sometime within the next six months.

Preparation. Individuals and organizations at this stage intend to take action within the next month. These individuals have taken personal responsibility for causing or contributing the need for change. In addition, these individuals have set a personalized measurable goal – a change that is under one’s own control, rather than dependent on someone else’s behavior.

Action. In this stage, individuals and organizations are taking concrete steps to change their behavior, experiences, or environment, in order to overcome their problems. Because action often brings up feelings of guilt, failure, coercion, and yearning to resume old familiar behaviors, individuals and organizations typically need a lot of support during this period. A sobering statistic: at any given time, only 10-15 percent of individuals or organizations in the process of change are engaged in the action stage.

Maintenance. During this stage, individuals and organizations work to consolidate their gains and prevent relapse. It is important that individuals and organizations remember that all merger experiences are different. Assuming a one-size-fits-all approach will not work! Instead, assess the group as individuals, to determine their stage of change. Go slowly. Anticipate backsliding. While the term “stages of change” suggests that change marches forward in a step-by-step, linear fashion, it actually occurs in a spiral pattern, meaning change comes in both forward and backward movement. This is normal and to be expected. Good leaders should educate their staff and clients about the inevitable spiraling nature of change to help counteract doubt, shame, and frustration about regressing to earlier stages.


All major change efforts have the probability of providing great opportunities for financial, organizational, and interpersonal growth. Designing the plan for change is the easy part. Implementing the plan effectively and gaining buy-in from all participants is where most leaders fall short. Take the time to assess your people as individuals, as well as in their teams. Know what to look for in advance. Understand the five stages of change and improve your odds of being successful.


Kelly Graves, CEO
The Corporate Therapist
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 12:10 PM

08 23 2013

Implementing a Strategic Plan Puts Companies on Path Toward Victory


August 2013

Business Management Consulting, Business Strategy and Implementation, Business Success, Improvement, Project Implementation: How to Create Ownership

Whether it’s called a strategic plan for larger organizations or a plan of attack for smaller mom-and-pop businesses, the foundational elements are the same.

Having a clear plan on where your business is going and how to successfully and consistently achieve goals, so that all of your employees, managers and leadership fully understand their respective duties on how to get there, is paramount.

The most pivotal aspect of this entire process rests on the ability of leadership to implement the strategic plan so that actions, statements, and behaviors result in improved conditions at all levels within your organization. When this takes place, your internal and external customers will benefit greatly and your competitors will try to emulate, resulting in your leading and your competitors following.

In my experience working with national and international companies, approximately 95 percent of them have strategic plans, but only 3 percent to 7 percent implement them consistently and effectively.

For example, I had one president share with me that his organization had just finished a yearlong, mid-six-figure, strategic plan creation project. However, when I asked him what he intended to do with it, he replied with a deer-in-the-headlights expression, “I don’t know.” Many of the problems surrounding implementation don’t stem from lack of trying, but rather from lack of understanding. Company leadership either believes the creation of the plan is enough and implementation will automatically take care of itself, or they confuse general strategic plan knowledge with the processing of the plan.

In other situations, I have found they have gathered inaccurate information or no information at all, which they base their strategic plan on. Successful strategic plan implementation requires that your leadership team have skills, knowledge and experience, which creates competency when faced with follow-through.

To test your and your leadership team’s competency in relation to strategy implementation is to assess their understanding and skills in this area. To improve upon performance, you must consistently measure it. These questions will help you and your team discover what needs refinement.

I suggest you use a 0-5 Lickert Scale, where zero means “some of the managers” and five means “all the managers.”

  1. Your managers understand the strategic plan and are able to successfully set department goals in support of the strategy?
  2. Your managers lead meetings in which strategic issues are discussed in relation to operations?
  3. Your managers, if asked, could provide a priority list of issues directly related to strategy implementation for which they are responsible?
  4. Your managers set their subordinates’ goals and objectives according to the strategic goals that relate to their operations?
  5. Your managers evaluate, reward, and promote their people with strategic goals in mind? How did you and your management team do? If you scored mostly 4′s and 5′s then you are probably doing well despite the economy. If you scored in the mid range of 2′s and 3′s then you are doing OK but now you know who and what needs to be improved upon. If you got blank stares or scored 0′s and 1′s then you and your leadership team would be wise to take your noses off the grind stone and put some time and energy into your destination and how you intend to get there.

Working hard is needed, but working smart is required and nothing is more important to business success than working toward a specific destination and making sure you and your team have the fundamental skills, knowledge and competency to create and implement a useful strategic plan.

Kelly Graves, CEO
The Corporate Therapist
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 1:52 PM

08 21 2013

Mergers & Family Business Succession Plans: How to Coach and Manage People Through Change

Corporate Therapy, Mergers: How to Manage & Coach People Through Change, Mergers: How to Manage Organizational Change

August 2013


This is where you are, but… THIS is where you WANT to be…
  • People attend meetings, but they clearly aren’t working together nor are they working toward the same goals.
  • Some people are overly cautious and quiet while others are playing a silent game of tug-o-war.
  1. Problems, both spoken and unspoken, are discussed and effectively dealt with so that the team may focus on the tasks at hand.
  2. Additional evidence of improved communication can be seen by alleviating tension, as well as stressing joint camaraderie and vision.
  3. There are measurable reductions in the change timelines and expenses.
  • We have a clear vision of what our end results should look like, but we don’t have a step by step process on how to get there.
  • We don’t have a process to get our people to buy into our vision.
  1. Leaders, managers, and employees possess the skills necessary to navigate the ten stages of change which will help them be more creative and productive sooner.
  2. When people become aligned around and supportive of a common vision, their ability to embrace change increases.
  • This change process is creating challenges between management and employees that I’ve never encountered before.
  1. Leadership knows what employees need based on what they say and on which stage in the change process they are in.
  2. Leaders will know how to motivate or assist employees through all ten stages of the change process.
  3. Alternate solutions to management/employee challenges are found with effective techniques and clear results.
  4. Individual, group and organization performance will be measurably improved.
  • Leadership is making haphazard, uncalculated short-term decisions in order to ‘put out the fires.’
  • Reactive rather than proactive problem solving is not the approach we want to use, but leadership does not yet have the skills or knowledge to effectively implement any other approach.
  1. Management/leadership has a definite grasp of what behaviors to look for and what to say in various situations to elicit desired results.
  2. Communication and effectiveness are improved between management and staff.
  3. Bottom line objectives are met or exceeded.

Leadership Skills Necessary to Support Change

Over and over people bemoan, “Things are changing faster than ever.” Changes in what we do, how we do it, and who we do it with can leave employees out of breath and overwhelmed. Because employees and family members often feel caught in the middle of all of these changes, leadership needs to know what people are experiencing and what to do to assist them. All will benefit when guided respectfully through the predictable reactions to the various stages of change. The reactions may include conditions such as debilitating stress, poor morale, attitudes of non-commitment, and reactionary impulses, just to name a few.

The ineffective “olden days” when top leadership mandated, “Jump!”, and all employees responded with, “How high?” are gone. Companies nowadays have to change their focus quickly to excel through these more complex times. From the mass production models of the industrial revolution to today’s technology-based, high-speed information systems to the rapid-fire future issues of our global economy that are just around the corner, it behooves all of us to find a systematic way to grow ourselves and our people. The secret is to take the time to realign, rebuild, and recharge our departments and divisions, as well as to empower and revitalize those seemingly tired, angry employees to go forward, step up, and successfully meet the challenges that come with any change. Experiencing any major change process, like a merger or family succession plan, for example, is similar to experiencing a surgery. Like with surgery, every decision that is made before, during, or closely after the experience will likely do one of two things: improve your condition or worsen it. The challenge is, you had better be very confident in your objectives and methods before you make that first cut. or things will go down hill very quickly.

Let me show you today how you can improve your family business and increase market share by implementing these three crucial elements:

  1. Leading, managing, and coaching family members and employees through the ten stages of change; understanding the behaviors that individuals, families and organizations go through during a major change process. We will then focus on the management techniques necessary for meeting your objectives.
  2. Leading and managing people through various forms of feedback.
  3. Creating buy-in; giving the various family members and employees a voice so they will develop the intrinsic ownership of the vision which will be necessary for a successful merger or family succession plan.

Careful and considerate Merger Facilitation and family succession plans can give your family business and organization a clear direction — and truly redefine your company’s objectives. Contact me today to see how I can help you profit through improved communication before, during, and after your merger or family succession plan.

Kelly Graves, CEO
The Corporate Therapist
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 4:38 PM

08 17 2013

Successful Strategic Plan Implementation: How to go from Planning to Action

Business Management Consulting, Business Strategy and Implementation, Business Success, Project Implementation: How to Create Ownership

Aug 2013


Strategic plans don’t go from plan to action on their own as most people think–or rather, hope. A strategic plan is a simple document or road map. People must be learn new behaviors and take actions not previously committed to implement a successful strategic plan. Much like people must take roads not previously traveled to arrive at a new destination.

In the same way that the strategic plan has discrete features (core values, vision, mission, action plans, accountabilities, etc.) a plan’s implementation has distinct and necessary features.

Communicating Conscious or unconscious, every organization is in a state of constant change. Programs and departments are constantly defending themselves, trying to gain market share, seeking to improve internal and external customer service practices, utilizing its dynamic and diverse people, refining its processes or striving to otherwise grow its strengths. In the implementation phase of strategic planning, the organization will be facing any number of changes and challenges; however, because we will have a common destination and common purpose as well as clearly defined checkpoints along the way, we will be better suited to talk to each other about our needs and successes.

People do better with change and challenges if they have a sense of what’s coming and what they need to do to prepare. (help them take the proverbial blind folds off and show them the beauty of the destination you have in  mind). When leaders engage in intentional, positive and proactive communication practices, their people will have a much greater sense of security and commitment. In essence, tell them in clearly defined language about the destination and then remind them how much you need their input and commitment while on this journey together.

Getting Buy-In Getting buy-in or commitment means just that: getting people to invest themselves into this idea, process, program or procedure. Luckily, most people will agree to buy-in when they can see how their individual investment will deliver a sound return. Simply put; how will this directly and positively impact them, their department, their family and well-being of the company they rely on for their economic survival? So when leaders empower their people with the ways and means to influence their work, those people will more readily buy-in to better plans. Empowered employees will support and nurture a plan and its implementation whereas powerless employees will just stand by and watch as if the plan and implementation do not apply to them. To get buy- in, leaders will need to provide visible, tangible and meaningful rewards and recognition for positive actions that lead to successful outcomes. If leaders have chosen and grown the right people (and created rewards and penalties that motivate their people accordingly) then the people themselves will seek out the opportunities to buy-in on the implementation of each variable of the  strategic plan.

Inspiring Interdependence Leaders who know their people will be able to spread personal and institutional passion as well as inspire higher levels of thinking and professionalism. Through this process of inspiring others, leaders will help their people implement a strategic plan each step of the way. Through knowing what intrinsically motivates their people, leaders will be able to guide people to recognize and share in the value of micro and macro accountabilities (those day-to-day measures along with the long-term results.) It is through this interdependence of accountabilities that employees themselves will sustain individual and departmental optimism and direction for the long haul required for a successful implementation.

Giving and Receiving Meaningful Feedback Defined also as a “feedback loop,” this feature allows leadership and line staff to inform practice in timely and meaningful ways. As each person and department moves through the day-to-day realities toward micro and macro goals and objectives this feedback loop continuously looks at human behaviors and qualitative measures that inform positive change toward specific goals and objectives. Because timeliness matters, leaders and managers need to implement changes in real time based on feedback. Equally as important, leaders and managers need to communicate those changes back to their people to show how employee feedback has successfully informed positive adjustments. Feedback loops should be internal: top-down, bottom-up and lateral, as well as external: outside (customer driven).

Leaders Acting as Exemplary Role Models What employees see, employees will do. In every sense, for internal as well as external communications and actions, perception is reality. Without fail, people will believe what they see over what they read or hear. Leaders who model high standards of conduct especially in times of difficulty, such as when an organization is facing challenges or changes in the status-quo, are leaders who will have people who are committed to integrity and character. Leaders who create a culture that rewards and supports good judgment at all levels will have more success implementing their strategic plans. (On the flip side, leaders or managers are not acting as strategic role models if they “pass the buck” or otherwise model less than professional behaviors or values including supporting silo-type responses to challenges like, “That’s not my problem. Our department is doing fine. ” Or other “CYA-cover your assets” attitudes.) Exemplary role models are those leaders, managers and individuals whose actions and statements are consistently focused on the successful implementation of the organizational strategic plan.

Offering and Supporting Strategic Professional Development Perhaps most important to the successful implementation of any strategic plan is an organization’s commitment to regular and specific individual and organizational development. This piece is huge because it is in its people that an organization will find its success. Growing people strategically will allow an organization to exceed its goals. Leaders need to ask themselves how much time and money the organization spends to maintain equipment and buildings?

How much is spent on copy paper, utilities and even sick leave? Are you spending more on maintaining your building and equipment or your people? If you are, then you need to seriously look at your most precious asset–your people! Invest in them consistently but wisely. (I don’t care how it is framed or sold; bowling, trust-fall mats, rope-climbing and other frivolous outings are entertainment, not sustainable and enriching team development). If the goal is to take the organization to the next level, a carefully planned and implemented professional development program and budget should be one of the organization’s highest priorities and successful implementation of a strategic plan requires good people who are skilled, knowledgeable and willing to grow.

So, where does your organization want to be one year from now? What behaviors, actions, beliefs, statements, systems, procedures and people would make up your organization in 12-24 months? The answer to that question is your vision. Now, thinking backward incrementally toward the present day, at each step and time along the way, what behaviors, skills, actions, etc., need to be in place at that stage?

These are your benchmark goals. As you backtrack to the present you will see that there are many steps along the way that require additional and highly-specific objectives. In order to succeed, your people need to be made aware of these big picture mile-stones as well as many details. Perhaps you can imagine it as if you are giving your people a road map with key stops highlighted along the way. Make it possible for each person to see how their part supports the whole journey. If you want to arrive at your destination on time and in good condition, your strategic plan will need to include quality assurances (you want to have a safe and sane trip), systems and procedures that take into consideration of variables known (vehicle choice, drivers’ skills, etc.) and unknown (weather and road conditions). Then, it’s time to hit the road and start your journey. This is the implementation; the process of actually moving your organization and your people across time and space to new destinations. If the strategic plan is the “what and why,” then the implementation is the “who, how and when.”

Kelly Graves, CEO
The Corporate Therapist
Cell: 1.530.321.5309
Toll-Free: 1.800.704.3785
Office: 1.530.321.5309
Internal Business Solutions, Inc.™

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Posted by at 3:12 PM