# data[].attributes.body
How capable is a person of being aware of the inner processes they have gone through themselves as they have determined whether they commit (or don't) to the change. If the person can connect with that they may have a better foundation for a meaningful interaction with folks on their team who are going through their own processes to connect with and internalize the change.

# data[].attributes.headline
Clarity, transparency, clear communication of boundaries

# data[].attributes.subject
Clarity, transparency, clear communication of boundaries

# data[].attributes.body
Awareness

# data[].attributes.body
There is a need for consistency and repetition as others are going through the change and understanding how this impacts them and their role.

# data[].attributes.headline
Leaders being visible on the front line and supporting the people

# data[].attributes.subject
Leaders being visible on the front line and supporting the people

# data[].attributes.body
Immediate actions without reasoning or time or not thinking about customers.

# data[].attributes.body
Sometimes leaders involved with the transformation haven't truly changed their mindset and end up solving new problems through old frames and inadvertently reversing progress

# data[].attributes.body
How to overcome the "here we go again" from past failures of change.

# data[].attributes.body
How to keep the calm in the dialogue

# data[].attributes.headline
How to communicate difficult messages to those who are adversely affected by the change

# data[].attributes.subject
How to communicate difficult messages to those who are adversely affected by the change

# data[].attributes.body
Engaging employees take connecting 1:1 and truly acting on what you're hearing. Many leaders do not have time to do this.

# data[].attributes.body
so important so that resistance doesn't bubble up

# data[].attributes.body
1. Timely communication
2. Get message across to a larger audience
3. Juggling different priorities and needs
4. Listen to and work with majority but also work with other groups
5. Offer support to direct supervisor

# data[].attributes.body
Need clarity on Decision-making roles are. And... the variety of possibilities (Authoritative, Consultative, Participative)

# data[].attributes.body
if you start off the process communicating at all levels but at some point "drop off" resistance will increase throughout change efforts

# data[].attributes.body
As a leader, you need to go thru the change curve yourself and believe in the future vision / change

# data[].attributes.body
...before pushing people through it.

# data[].attributes.body
Changes being sent out by rumor and creating chaos rather than official communication with the truth

# data[].attributes.body
- Getting stuck in the abstract
- Change is being imposed on people, and the assumption that there is no need to communicate
- Not having the why?
- The why? feels to be more about the organization rather than the people

# data[].attributes.body
Invite stakeholders -- even outside the organization is helpful.

# data[].attributes.headline
Getting voices of people at multiple levels to speak to why change is needed

# data[].attributes.subject
Getting voices of people at multiple levels to speak to why change is needed

# data[].attributes.body
Once you find different people at different levels of org to agree - make sure their voices are heard

# data[].attributes.headline
Model the way and reinforce the behavior

# data[].attributes.subject
Model the way and reinforce the behavior

# data[].attributes.body
Acknowledge the difficulty AND actually do something about it.

# data[].attributes.body
ability and willingness to adapt (a wide spectrum) so working with people who fall at different points along that spectrum

# data[].attributes.headline
Acknowledge when changes are reactive to current situation (vs. anticipated)

# data[].attributes.subject
Acknowledge when changes are reactive to current situation (vs. anticipated)

# data[].attributes.body
and be mindful of being too reactive

# data[].attributes.body
Truly and deeply understanding concerns.

# data[].attributes.body
Cross cutting in different parts and levels in the organizations.

# data[].attributes.body
Acknowledging certain challenges/ struggles employees are facing during change/ executing the change.

# data[].attributes.body
buy-in from stakeholders. who are you offering the change to and what's the value add for them? Whether it's a cross functional team, group of individuals... have them understand what changes will occur and how their daily routine will be effected (especially if they are reluctant)

# data[].attributes.headline
Employee engagement surveys to surface issues, followed by workshops to discuss key issues identified

# data[].attributes.subject
Employee engagement surveys to surface issues, followed by workshops to discuss key issues identified

# data[].attributes.body
Take the time to listen. Take the time consider those that are different from you. Balance your desire for the change you want with how others would react to and live in that change.

# data[].attributes.headline
Clear about the WHAT, but don't dictate the HOW

# data[].attributes.subject
Clear about the WHAT, but don't dictate the HOW

# data[].attributes.body
Provide vision and direction, engaging employees in co-creating the solution

# data[].attributes.body
getting the team members to articulate the need for change - where are there opportunities to strengthen what we do and what are the challenges in the work?

# data[].attributes.body
1. Assess readiness and needs: Know whether everyone is ready. If they are not ready, how to overcome that. Check in with people. What kind of communication people need .
2. Access to Communication: different ways to access communication and what types of communication they want.

# data[].attributes.body
Ignoring that a change is happening - not saying what is happening.  The people make up a story and its usually the worst case scenario.

# data[].attributes.body
Vulnerability

# data[].attributes.headline
CEO and senior management having lunches with employees to get direct feedback

# data[].attributes.subject
CEO and senior management having lunches with employees to get direct feedback

# data[].attributes.body
Check in with them to be sure they are doing the work that's expected, feedback on how to do it better/different.

# data[].attributes.body
Leaders sharing the same message in the same way

# data[].attributes.body
in everything you are doing

# data[].attributes.body
- Transparency
- Commitment (walk the walk, practice what they preach)
- Vulnerability to create the safe space
- Authenticity
- Being open about not having all the answers rather than telling people what they want to hear to placate them in the short term
- Communicate with the end in mind v/s the short sighted view
- Admitting that there is a danger of failure. Set the expectations that the mistakes will be made (unavoidable, really)