Change Management

 by Tarran Deane

Change Management – People and Perceptions

Image supporting blog article by Tarran Deane Change Manager. Discussing People and Perceptions, Tarran provides insights that affect the way we see Change Managers - the good, the bad and the ugly, and she provides us with a Personal Leadership Checklist to connect us to each other, values and strategic direction.

So, Last Change Didn’t Go So Well? Let’s Talk About People and Perceptions.

Suppose you’ve been around the block a few times in the workplace. In that case, you know the drill: new change comes in, people nod along, but behind the scenes, there’s a fair bit of eye-rolling, and everyone’s asking themselves the same question: Why does this feel so hard? Whether it’s a new tech rollout, process overhaul, or even just a reorganisation, the pattern can feel painfully familiar. And sometimes, it’s not just the change itself; it’s the way change is managed, and the way you respond to it. Change Management – People and Perceptions – a very interesting mix before the first plan is ever written.

 

“Resistance is not a call for change to stop, but a sign that people are concerned about how it will impact them.” — PROSCI® ADKAR

Ahhhh… People and Perceptions

So here’s the deal. Let’s first take a look at why perceptions of change managers swing wildly between “thank goodness you’re here” and “who invited this person?” Understanding the good, the bad, and the downright ugly sides of how we experience change—and the people managing it—might just give us the push we need to look at change a little differently.

Understanding Your Change Manager: The Good, the Bad, and the Ugly

Change managers have one of the toughest jobs in the change management process. When things go well, they’re the unsung heroes; when things don’t, they’re often the scapegoats. Here’s what we’re talking about when we say ‘the good, the bad, and the ugly’ of how change managers get perceived during organizational change.

 

The Good: Champions of Clarity

Good change managers make a difference. They keep people in the loop, clarify why things are changing, and answer the big “what’s in it for me” question. They’re not just ticking boxes; they’re helping make change actually work. They show up, listen, and understand that people need time to get on board.

 

The Bad: Process-Heavy and Detached

Sometimes, though, it feels like change managers are all about that process. You’ve seen the endless emails, the forms, the plans, the checklists, and the “touchpoints” that don’t touch anything relevant to what you’re doing. When change managers get too bogged down in theory, they start to feel like they’re missing the point—and that’s when people start tuning out.

 

The Ugly: Receiving Blame for Missed Marks

Then there’s the dark side. As the “face of change,” change managers can sometimes be on the receiving end when things don’t work as planned. They’re often seen as responsible for any disruptions, whether the issues stem from the change management process itself or from unrelated project challenges. This narrow view can turn change managers into easy scapegoats, even when they’re working hard with sponsors, project managers, and key stakeholders to make things go as smoothly as they can.

 

Why Are We Like This? A Look at Our Own Reactions

Alright, so maybe we’re being a little harsh on change managers here. It’s only fair to ask, why do we often react so negatively to change in the first place? Here’s the thing: it’s not really about the change manager—it’s about us. When we feel overwhelmed by change, it’s often because we’re carrying baggage from past experiences, and we’ve built up a few biases along the way.

 

You might have “confirmation bias” going on (where you’re just looking for reasons why change won’t work) or “status quo bias” (where doing nothing feels like the safest option). Either way, it’s easy to get stuck thinking, “Here we go again,” instead of giving it a fair shot.

 

The Secret Weapon: Personal Leadership (Yes, Even for You)

So what if, instead of waiting for the perfect change manager or the perfect project, we took a different approach? Let’s talk about something radical: personal leadership. It doesn’t matter if you’re the CEO or just starting out—showing up with a little personal leadership can flip your experience of change from something annoying to something, dare we say, interesting.

 

“Leadership is not about being in charge. It is about taking care of those in your charge.” — Simon Sinek

  1. Lead by Example

Be the person who actually reads the updates, gets the basics, and shows a willingness to adapt. People notice, and it sets a tone for others. Leadership isn’t a title; it’s an attitude.

 

  1. Stay Focused on the Goal

Instead of fixating on how clunky the process feels, keep your eye on the bigger picture. Rally behind the company values and see how this change, however uncomfortable, fits into that mission.

 

  1. Own Your Part

Accountability isn’t just for managers. Taking responsibility for your role in the change—whether it’s adapting to new tools, supporting team members, or staying flexible—doesn’t just help you; it inspires others to do the same.

 

  1. Be Open, Be Curious

Instead of “I don’t get it” or “We’ve never done it like this,” try asking questions and getting curious. You’ll be surprised how much just a little openness can change the way you feel.

 

  1. Step Out of the Comfort Zone (a Little)

Growth doesn’t happen in the comfort zone. Pushing through the awkward parts of change helps everyone around you adapt faster and makes you a stronger contributor in the long run.

 

  1. Be Welcoming

When organizational values are more than lip service, they show up in how you engage with everyone—including suppliers, customers, colleagues, permanent staff, fixed-termers, and contractors. Treating each person as part of the team and welcoming their ideas, perspectives, and experiences turns change from a top-down directive into a collaborative effort. Plus, it helps new faces, like change managers, feel like they’re working with you, not just at you.

 

Fact: Research by Gallup shows that teams with high levels of trust and inclusivity are 21% more productive.

What’s the Alternative? The Status Quo?

Here’s the kicker: if we don’t start seeing change as something we can work with instead of against, we’re always going to feel like it’s an uphill battle. So, what’s the alternative? Staying in the same place, missing out on innovation, and waiting for the “right” kind of change to come along? That’s not realistic. The truth is, growth means change—plain and simple.

 

People and Perceptions: Time for a Reality Check (and a Call to Action)

Let’s get real. The world’s not slowing down, and change isn’t stopping anytime soon. If anything, it’s speeding up. So next time a change is on the horizon, challenge yourself to step up and be the person who rallies behind it instead of fighting against it. It’s not about being a cheerleader for everything that comes down the pipeline; it’s about choosing to be proactive, engaged, and curious.

 

So here’s the call to action: Try showing up differently for the next change that hits your inbox. You don’t need to love it, but see what happens when you choose to lean in instead of resist. Maybe—just maybe—you’ll find it’s not as bad as you thought.

 

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes in the Public Sector, Finance, Tourism, Not for Profit Disability, Aged and Community Services. Through a limited number of engagements each year Tarran delivers Executive Coaching, Training Programs and Speaking Presentations. When she’s not working you’ll find her cornering through the hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster Motorcycle, connecting with family and friends and watching the MotoGP season on Kayo! To work with Tarran and learn more, connect with her via TarranDeane.com or on LinkedIn @TarranDeane.

 

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in Change Management
 by Tarran Deane

Navigating Change – Leadership is Changing as Liberal Party Wins Queensland State Election 2024

Navigating Leadership Change in Politics – How You Can Lead Your People, Prepare & Navigate the Political Change Impacts Ahead

Preamble

On Saturday, October 26, 2024, the Liberal Party of Queensland, led by David Crisafulli, secured a decisive victory, marking a new chapter in Queensland, Australia’s political landscape. On October 28, Mr Crisafulli was sworn in as Interim Premier. Source: ABC News.

With any significant political leadership shift comes a mix of reactions, from optimism to apprehension. Some see fresh opportunities on the horizon, while others feel the weight of uncertainty. For those leading teams through this period, preparing for change means understanding that reactions will vary across our people and departments. The following insights will help guide these transitions smoothly, so each of us can remain focused, grounded, and responsive.

Introduction

Leadership transitions, whether in government or in business, inevitably bring adjustments. For Queensland organisations, a new government signals upcoming policy and regulatory shifts, some of which may impact the very fabric of our work and interactions. Facing this, leaders have an opportunity to help their teams remain steady and prepared, especially by addressing both the practical and human aspects of these changes.

In keeping with the PROSCI® ADKAR model, we will approach this change thoughtfully: Awareness of the potential impacts, Desire to engage with what’s ahead, Knowledge of new requirements, Ability to adapt, and Reinforcement of the steps we’re taking. Just as skilled bike riders understand that momentum follows their line of sight, these steps allow leaders and teams to stay aligned with a clear direction, navigating each stage with confidence.

Even as the Interim Premier Michael Crisafulli is the face of the Queensland Liberal party, representatives have stood on stages, and raced in their own electorates – for all parties.

As with MotoGP, Motorcycle Grand Prix racing, leading on the track is made possible with a great team, effective strategy, pre-start checks, regular updates that are relied upon by decision-makers, and the rider themselves, their post-race reviews, critical debriefs and importantly, staying the course.

Being prepared using a consistent approach for what is to come – the next race, the next challenge, the planned and the unplanned – is one way you can minimise stress on your people.

Your people may be impacted in several ways. PROSCI®, a global leader in change management, offers this model to analyse areas where individuals and teams may be affected.

PROSCI® 10 Aspects of a Person’s Job Impacted by Change

Graphic shows PROSCI®-10-Aspects-Change-Impact-Model-150-source_-PROSCI_-Shared by @TarranDeane Senior Change Manager.

PROSCI®-10-Aspects-Change-Impact-Model-150-source_-PROSCI_-Shared @TarranDeane Senior Change Manager.

 

Here’s what you can do to help your people navigate a change of leadership and direction across these 10 Aspects, using the PROSCI® ADKAR approach:

  1. Building Awareness

Organisation Type

 Actions for Navigating Change & Building Awareness

For-Profit
  • Emphasise economic and regulatory changes relevant to operations, focusing on how this awareness will help employees feel more prepared and in control, reducing uncertainty and stress.

Not-for-Profit
  • Outline anticipated shifts that may impact funding or policy on social issues. Recognising these factors reduces anxiety, equipping teams with a realistic view of upcoming changes.

Government-Funded
  • Focus on potential policy-driven restructuring or funding shifts. Clear updates on these help to mitigate concerns around role security and allow teams to prepare effectively.

Recruitment Agencies
  • Discuss labour market dynamics, focusing on evolving demands. This clarity on sector impacts helps address uncertainty about role adaptability and market positioning.
Public Sector Employees and Contractors
  • Provide updates on departmental restructuring or policy reforms that could affect job functions. This helps reduce fears of redundancy or drastic role changes by keeping everyone informed.

  1. Cultivating Desire for Adaptation

Organisation Type

 Actions for Navigating Change & Cultivating Desire for Adapting 

For-Profit
  • Encourage seeing policy shifts as new opportunities for revenue and growth. Highlighting these positives can reduce resistance by presenting change as beneficial rather than disruptive.

Not-for-Profit
  • Link policy changes to potential for greater mission impact, focusing on social or community benefits to inspire alignment. Reinforces shared purpose, helping ease anxieties related to funding volatility.

Government-Funded
  • Emphasise alignment with public service duties, highlighting continuity of purpose in service delivery despite political changes. This mitigates concerns over shifting mandates.

Recruitment Agencies
  • Inspire teams to view changing workforce needs as opportunities to provide more relevant, high-demand talent solutions. Encourages positive, proactive response to market shifts.
Public Sector Employees and Contractors
  • Foster a sense of purpose by stressing the role of adaptability in improving public services. Reduces fears of stagnation and provides a hopeful outlook on professional development under new policies.

  1. Equipping Teams with Knowledge

Organisation Type

 Actions for Navigating Change & Equipping Teams with Knowledge

For-Profit
  • Offer training on compliance with new regulations. Skills to navigate these changes improve team confidence, reducing stress from regulatory demands.

Not-for-Profit
  • Provide resources on new funding, community engagement, and advocacy techniques. Practical tools like workshops reduce uncertainty by equipping teams with tools to thrive in a shifting landscape.

Government-Funded
  • Training on updated governance standards. Knowledge of these shifts reassures employees of their role stability and relevance, addressing concerns over compliance and accountability.

Recruitment Agencies
  • Equip recruiters with insights on industry trends and compliance, focusing on sectors most impacted. Knowledge reduces stress by allowing recruiters to pivot and address client needs effectively.

Public Sector Employees and Contractors
  • Provide clear training on any updated policies impacting operations, roles, or reporting. Knowledge fosters a proactive approach and reduces stress associated with uncertainty in public service.

  1. Empowering Ability to Respond

Organisation Type Actions for Navigating Change & Empowering Their Ability to Respond

For-Profit
  • Invest in upskilling teams to ensure they are prepared for new regulations. This helps prevent burnout and builds resilience in adapting to policy and market changes.

Not-for-Profit
  • Build capabilities in grant writing and programme adaptation. Reduces stress by offering the skills necessary to respond to funding changes and policy shifts effectively.

Government-Funded
  • Prioritise training that aligns with new public accountability or service delivery requirements. Teams equipped with these skills experience less role-related anxiety and feel prepared for their roles.

Recruitment Agencies
  • Equip recruiters with tools for understanding changing market demands. Provides a roadmap for adaptability, addressing potential stress over client satisfaction and sector positioning.

Public Sector Employees and Contractors
  • Provide resources to adapt to new departmental processes and structures. Offering guidance reduces concerns around drastic role changes, promoting job security and personal agency.

  1. Reinforcing Long-Term Adaptation

Organisation Type Actions for Navigating Change & Sustaining Long-Term Change

For-Profit
  • Promote adaptability by integrating responsiveness into KPIs. This strengthens organisational resilience and reduces individual stress by setting clear expectations.

Not-for-Profit
  • Reinforce mission alignment by reviewing strategies and celebrating adaptability. A clear purpose and adaptive culture help alleviate anxieties around policy shifts.

Government-Funded
  • Use performance reviews to assess policy alignment, emphasising the importance of flexible service. Helps employees feel secure in their roles amid changing requirements.

Recruitment Agencies
  • Implement continuous training, reinforcing adaptability as a core competency. This reduces stress by ensuring readiness for regulatory and client needs in a changing hiring environment.

Public Sector Employees and Contractors
  • Encourage a culture of adaptability through regular briefings, emphasising flexibility as a strength in public service. Reinforces stability and reduces stress from constant policy changes.

 

Conclusion

Responding to change is as much about setting realistic expectations as it is about adapting practically. This new chapter brings both challenges and opportunities, and our collective response will define our path forward. While some may find this shift energising and others may experience feelings of ambiguity or loss, each reaction is valid and deserves a balanced, supportive approach.

As leaders, the way we navigate these changes—respecting both the enthusiasm and the concerns—creates a foundation of respect and professionalism that echoes across our teams and speaks volumes to our stakeholders.

If sustaining team engagement, fostering adaptability, and achieving clear alignment are important to you, consider what you can focus on in your workplace over the next 100 days.

Use the checklist to guide your approach and invest in your team’s readiness for a proactive, resilient transition that meets both individual and shared goals.

 

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes in the Public Sector, Finance, Tourism, Not for Profit Disability, Aged and Community Services. When she’s not working you’ll find her cornering through the hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster Motorcycle, connecting with family and friends and watching the MotoGP season on Kayo! To work with Tarran and learn more, connect with her via TarranDeane.com or on LinkedIn @TarranDeane.

 

in Change Management
 by Tarran Deane

Trick or Treat – Creating a Culture of Change

Creating a Culture of Change – Trick or Treat?

Connecting people to a new way of working, whatever the context can be tricky. Everyone is different and no two people handle or navigate change the same way. Some may treat it like Halloween: A trick or a treat – depending on their previous experience and their psychological disposition towards change.

It’s not enough to write the vision or the business case. People underpin the success of adoption, usage and proficiency.

A strategic change management plan anchored in the overall vision and values of the business can bring together the pieces of the puzzle providing clarity, direction, and alignment across teams regardless of size or industry, benefits from a plan that

The Opportunity for Leadership

Leading change is more than reacting to events as they unfold and ‘dealing with’ (intentional phrase ) that technology scope creep. It’s also proactively planning for eventualities and highlighting risks for decision-makers that position the entity, business and service to make a positive difference.

As leaders, we have the privilege, and responsibility, to inform, inspire, equip and empower our teams by building an environment that fosters innovation, diversity, equity and belonging. Where trust is present and promoted, comprehensive change management approaches that clearly outline goals, timelines, roles, and responsibilities are more meaningful and will highlight a way forward.

This isn’t just for top executives; personal leadership at every level contributes to successful outcomes.

All of us have biases. Our behaviours play out at work and at home. Focusing on work, if you’re a middle manager with a bias towards ‘this will never work’ or ‘it’s someone else’s problem to deal with’, bravely I suggest… you’re at risk of becoming stuck.

Chip Gaines, co-founder of Magnolia and star of Fixer Upper alongside his wife Joanna Gaines, is well known for his values-based approach to business and life, often speaking about change, growth, and perseverance. Here’s a quote from him that reflects his philosophy on embracing change and maintaining a growth mindset:

“The hard work puts you where the good luck can find you.” – Chip Gaines

This resonated with me strongly and led to me incorporating Waco Texas in my Values-Based Leadership Immersion Pilot Trip to the USA. Joined by coaching client and NFP Executive Linda Taylor we visited Zappos [an Amazon Company], Mobile Loaves & Fishes Tiny Home Village in Austin, Fort Worth Historical Centre and Magnolia Silos.

Chip Gaines is a strong advocate for hard work, resilience, and personal growth, rooted in his values of faith, family, and integrity. His journey with Magnolia, starting from a small business to becoming a household name, has been built on embracing change and continuously evolving both personally and professionally. He and Joanna focus on creating spaces and opportunities where people can flourish, always driven by the belief that hard work and intentionality lay the foundation for long-term success.

Chip’s approach to growth and change is about not being afraid of challenges or setbacks but seeing them as opportunities to learn, adapt, and grow. This aligns well with the growth mindset concept—constantly learning from failures, staying open to new possibilities, and letting values guide decision-making processes.

This quote, and his work ethos, highlights the importance of consistently showing up, embracing change, and trusting that with dedication, opportunities will arise, reflecting the principles of values-based leadership and growth mindset.

Let’s take a look at three #casestudies where culture influences change outcomes:

  • Case Study 1 – IBM | Culture transformation and workforce reskilling
  • Case Study 2 – Microsoft | collaboration, innovation and inclusivity | Growth Mindset
  • Case Study 3 – Aged Care and Disability not for Profit Sectors | Transforming culture

 

Case Study 1 – IBM | Culture Transformation and Workforce Reskilling

“Growth and comfort do not coexist.” – Ginni Rometty

During Ginni Rometty’s tenure at IBM, the company had a strong focus on change management, especially as it underwent significant transformation under her leadership. IBM shifted its business model from traditional hardware and services to focus on emerging technologies such as cloud computing, artificial intelligence (AI), cybersecurity, and quantum computing. Such large-scale shifts required a dedicated change management strategy to ensure successful implementation and employee buy-in.

IBM had a dedicated change management function to manage these complex transitions, which involved structured programs to address employee concerns, resistance, and adoption of new technologies. The company has long used formal change management methodologies, such as the PROSCI® ADKAR model, to navigate changes across its global workforce and operations.

IBM remains a technology giant, but its focus has shifted from the consumer tech space to serving enterprise clients through advanced cloud computing, AI, and quantum computing solutions. While not as visible in the consumer tech market as companies like Apple or Microsoft, IBM is still a major force in industries that require high-complexity, high-security, and large-scale technology solutions

Case Study 2 – Microsoft | Collaboration, innovation and inclusivity | Growth Mindset

“At the end of the day, you bet on people, not on strategies.” – Kathleen Hogan, Chief People Officer under Microsoft CEO Satya Nadella’s leadership.

This quote reflects a strong emphasis on valuing people and understanding the impacts when navigating change.

Microsoft has a dedicated focus on change management as part of its #enterprisetransformation and customer solutions. #Microsoft integrates change management into its internal operations and its clients’ services, recognizing that successful technology adoption requires effective people-centric change strategies. Here’s how Microsoft approaches change management:

Microsoft  Internal Change Management

Microsoft has undergone significant internal transformation over the years, particularly since Satya Nadella became CEO in 2014. His leadership brought a cultural shift toward collaboration, innovation, and inclusivity. Kathleen Hogan, as Chief People Officer, has been instrumental in driving these changes. The internal change management team focuses on:

  • Cultural Transformation: Promoting a growth mindset, encouraging learning, and embracing failures as part of innovation.
  • Digital Transformation: Managing employee transitions to new technologies, cloud platforms, and digital tools.
  • Workplace Flexibility: Adapting to hybrid work environments and creating inclusive and supportive policies for employees.
  • Change Management Frameworks: Microsoft uses best practices, including change models such as #PROSCI®, to help clients plan and execute large-scale technology changes.
  • Partnering with Change Leaders: Microsoft often collaborates with third-party consultants and change management professionals to assist enterprises in adopting digital tools.

Microsoft does have a robust approach to change management, both internally and externally, offering clients tools, strategies, and guidance to ensure successful technology adoption and digital transformation.

It always comes down to people.

Case Study 3 – Aged Care and Disability Not for Profit Sectors

Patricia Sparrow, a well-known leader in the aged care sector and former CEO of Aged & Community Services Australia (ACSA):

“We must continually strive for a system that supports not just care, but dignity and quality of life for our elderly and vulnerable.” – Patricia Sparrow

Patricia Sparrow has been a key advocate in the aged care sector, particularly in the wake of the Royal Commission into Aged Care Quality and Safety 2021 and the Royal Commission into Violence, Abuse, Neglect, and Exploitation of People with Disability (since 2019 – ongoing). These commissions uncovered significant failings in the care provided to older Australians and younger people with disabilities, leading to a strong push for systemic reform.

During her leadership at ACSA, Sparrow highlighted the need for a complete overhaul of the system to focus on quality, dignity, and respect, rather than just basic care. The Royal Commission into Aged Care brought to light issues such as underfunding, workforce shortages, poor-quality care, and neglect. Sparrow’s advocacy emphasized the importance of investing in a well-supported, properly trained workforce and creating environments where vulnerable individuals, particularly the elderly and those with disabilities, can live with dignity.

The Royal Commission reports led to widespread acknowledgement that change management in this sector is not just about meeting regulatory requirements, but also about transforming organizational culture. This involves implementing new care standards, improving training, and incorporating technology for better service delivery while always centring on the dignity of the individual.

Connection to Change Management:

Like change management efforts seen in tech companies like IBM and Microsoft, aged care and disability service providers now face the challenge of adopting reforms following these Royal Commission findings. These reforms require strategic change management to:

  • Align care values with new regulatory frameworks.
  • Implement new technologies (such as electronic health systems) to improve care oversight.
  • Train and support a stressed workforce while managing resistance to change.
  • Address stakeholder concerns, including those of residents, families, and regulatory bodies.

In this context, leaders like Patricia Sparrow advocate for a human-centred approach to change, ensuring that both staff and residents feel supported during these transitions. The focus on dignity, respect, and quality of life reflects a deeper, values-driven approach to change management in the aged care and disability sectors, aligning with the emotional and ethical considerations highlighted in the Royal Commission.

The Challenge Questions for You

I’d like to ask you a few questions and extend a challenge:

  1. Do you know the cyber security constraints in your organisation and whether they will allow you to use a cloud-based Portal e.g. PROSCI® #Proxima or the #ADKAR Dashboard?While there are a range of change management tools on the market and offline spreadsheets, this suite of PROSCI® change resources have been simple and unsurpassed in my view. Offering the ability to create groups by work unit or teams etc ADKAR cloud-based #employeesurveys can be deployed at intervals throughout the project and change #lifecycle. It is possible to demonstrate with your change champions or relevant stakeholders the cumulative shift for impacted individuals / teams revealing hotspots where more care and attention is required. #Microsoftforms can’t do that.If they do, PROSCI® Change Managers are off to a headstart.If they don’t, Change Managers will have to work even harder to capture data and ensure voices are heard in a consistent way, at each and every stage of the project to map progress within their organisation. Established ICT, EPMO, and ECMO departments may be able to assist with alternatives or enquiring about the cloud-based tools e.g. PROSCI® Enterprise Licensing. Oh, and by the way, I’m not an affiliate. I’m a fan of excellence, progress and safety and find these resources a brilliant companion when working on projects and people and culture initiatives.

 

  1. How detailed and adaptable is your change management plan?A good plan is a living document, bedded in the business case and organisational values. It has a clear target audience i.e. reader. It adapts and evolves as the organisation moves through different phases of change. The real test of a plan’s value isn’t its existence but its review and execution. Ask yourself—can your change team follow the plan under pressure, or does it fall apart when obstacles arise?

Empathy: The Struggle is Real

I’ve seen organisations launch multiple change initiatives with enthusiasm, only for them to falter because the plan was either too rigid or too vague, or the most common, not read and/or under-resourced for the scale of the change. Both are disheartening and erode confidence in the way changes roll-out in the workplace. It’s not about blaming but learning and bravely qualifying expectations and quantifying capacity to meet those targets.

Without a roadmap, it’s easy to lose direction, especially when things get tough. The key is to build a plan that not only sets a clear direction but also allows for flexibility in the face of challenges. I understand how difficult it can be to get buy-in from every stakeholder and to align their diverse interests.

A Way Forward: Building a Change Management Plan

Make change less scary for people. Create an effective suite of change management plans, start by addressing the following elements:

  1. **Clear Objectives**: Begin with a strong vision. Define what success looks like for your organisation. These objectives should align with your #strategicgoals and be both measurable and adaptable. Ensure your #BusinessCase and #Projectscope are made available to your #ChangeManagers and #ProjectBoard keep working closely with your Senior Responsible Officer, Executive Sponsors and Project Managers.
  2. **Stakeholder Mapping**: Identify who will be impacted by the change and map out their roles and the degree of #changeimpact. Engage them early in the process to ensure you address their concerns and gain their support. This #engagement is particularly advantageous when researching the #feasability of a change initiative before the decision is made to go ahead with it. End users and #subjectmatterexperts can provide valuable insights on a pathway or provider that informs decision-making and minimises resistance to enhance #userexperience (#Ux) and #customerexperience (#Cx) outcomes.
  3. **Communication Strategy**: A key part of your plan should involve a robust communication strategy, with clear roles and responsibilities (beyond the writing task) that ensures all parties stay informed throughout the change process.Using the PROSCI® CLARC Model, consider the roles of Communicators, Liaisons, Advocates, Resistance managers and Coaches. I call them my CLARC Kents or #changesuperheros. Single change managers can’t do everything without something giving way. If you are the change manager, keep drawing in your leaders and developing the Change Champions Network.Clarify who’s on your comms team: Corporate Affairs, frontline support desk, departments and reception? How will you convey important messages? How often will you check in with your stakeholders? Where is the plan document held – #Microsoft #Sharepoint #Teams #offlinedrive #Confluence #Atlassian? Are permissions set correctly? What are the approved naming conventions to make searchability a breeze?I loved my colleagues in Corp Affairs at CSIRO, especially Sally Crossman who worked tirelessly with passion, finesse and humour on one of the toughest projects we’ve rolled out, and rolled back.
  4. **Training and Support**: Plan for ongoing training to help employees develop the necessary skills and confidence to embrace change. This is critical for sustainable adoption of new systems and processes and significant change may well take 9 months – 3 years to be embedded due to the behavioural change required as a result of significant process, system or location changes. It becomes tricky if there is a rushed go-live after final system testing and no opportunity to pre-release sessions to a broader audience before expected adoption kicks off. Some folks may feel spooked by this as it is not a comfortable way of working. If you need to publish it, ‘near enough and out there’ with a scheduled version 2 training update can prepare the way in fast-paced environments.As Eleanor Roosevelt said, “you must do the thing you think you cannot do.”
  5. **Monitoring and Adaptation**: No plan is perfect from the start. Regularly schedule feedback gathering sessions and / or participate in Project Board Governance (if permitted) or attend #Projectstandups and #scrums.These channels enable you to monitor progress against the plan using tools like #Atlassian #JIRA #MicrosoftForms #interactivesurveys #meetingminutes #pageviews, page likes etc. and be ready to make adjustments as you receive feedback from your team and stakeholders.Formal inhouse #eLearning metrics can also be provided by your Learning and Development Team (if your business has one) or completion rates for off-the shelf programs.

Hot Topic Scenario: When your change timeline is rushed, quantify the effort required.

A significant challenge many organisations face today in their #projects is #scopecreep as a result of ‘things’ not panning out the way they were initially documented. This could be faulty baselines, narrow #businessanalys #situational #political #environmental factors or system, technology or infrastructure shortcomings.

If you’re concerns are not being actioned and you feel compelled to run with particular timelines that don’t sit well with you continue to act with integrity, ensuring you’ve conveyed the important elements, knowing ultimately, some decisions are out of your remit.

A change management plan can’t cover every scenario. That’s simply unrealistic.

Psychologically, several cognitive and neural factors influence how people engage with a significant change in the workplace, no matter how well-written your change plans are:

  • Cognitive Dissonance: When change disrupts routine, employees experience discomfort as their beliefs or actions conflict with the new direction. They may resist change to reduce this dissonance.
  • Neural Pathways: The brain forms habits through repetitive behaviours. Change challenges these established neural pathways, creating initial resistance as the brain adjusts to new patterns.
  • Fear and Uncertainty: The amygdala, which processes fear, becomes activated when people feel unsure about a new situation. This can trigger fight, flight, or freeze responses, leading to reluctance or avoidance.
  • Cognitive Load: Changes that require significant mental effort can overwhelm employees, especially when juggling multiple tasks. Simplified, clear communication and training reduce this cognitive overload.
  • Loss Aversion: Psychologically, people fear losing something they value more than they desire gains from the new change. This emotional bias can cause reluctance to adopt change.

Quote:

“The greatest danger in times of turbulence is not the turbulence—it is to act with yesterday’s logic.” – Peter Drucker

 

Instead, taking into account the following:

  • Current state (as is) (today) vs. Future state (to be) (tomorrow) for each work area depending on the scale of the change and leverage the PROSCI® ’10 Aspects of a Person’s Job Impacted by Change” checklist. It’s a personal favourite.
  • Shared values, cascaded across the business (not separate ones for each work area)
  • Strategic plan of the organisation
  • Operational plan for the department/business unit
  • Cascading down to the work area
  • Cascading down to personal responsibility within an individual role and performance appraisal

your planning for change needs to reflect the nature of your workplace, dynamic requirements of the change initiative, and complexities of managing teams, both remote and in-person, with quantifiable available (hu)man-hours.

This involves creating adaptable schedules, ensuring seamless technology integration, and offering flexible working arrangements while maintaining productivity and engagement. Incorporating these factors into your plan will increase the likelihood of a successful and smooth transition to hybrid work.

Working together, and hard, can be fun when you’re moving forward.

Call to Action

Now is the time to build a change management plan that truly works for your organisation.

Take a step back and ask yourself,

  • Are our organisational values referenced in the workplace as a behavioural measure that supports the way we do change?
  • Is our change approach directly aligned to our overall business case?
  • Are our plans textbook paperweights or clear, flexible, and actionable?*

If not, take the time to revisit and refine it. Progress over perfection. Near enough, excellent and out there is better than 90% done and stuck in a drawer. Momentum matters.

Communicate with your immediate team regularly. They won’t feel tricked or spooked.

The plan – and the relationships – you build today will shape the success of your change tomorrow.

Looking back they’ll remember how you TREAT-ed them!

 

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes. Find out more at TarranDeane.com or connect with her on LinkedIn @TarranDeane.

 

 

in Change Management
Tarran Deane author, Transformation Specialist and Change Professional, Ducati Enthusiast on her Ducati 600
 by Tarran Deane

Managing Resistance to Change – Lean In, Stay Upright

I grew up with the smell of racing fuel and talk of track days. You need resistance to propel you forward.

Little wonder then years later I progressed from my bicycle to horses, dirt bikes and Ducati motorbikes – and weekends watching the MotoGP season. Last Sunday’s race was a cracker!

Navigating change resistance is kind of like riding bikes.

You can’t ride these machines the same way.

You can’t ride your bike and someone else’s at the same time.

You can run alongside someone while their training wheels are on and point them to a great course to develop their safety skills.

But, you have to ride your own bike in life.

Sometimes you’ll stack it (technical term), slip in the gravel as a kid and scrape the inside of your ankle on the metal pedal.

You’ll get your license and drive responsibly, perhaps be tempted to ‘put your pedal to the metal’.

But here’s the thing. If you are wise, if you appreciate the task at hand, if you are a good steward of workplace assets you’ll notice things.

You’ll become aware of your surroundings, and your desire to understand will override the fear of falling or failing to deliver.

You’ll choose to ride your bikes together as a team, and get to know how the machinations of your workplace well, work.

You’ll get a feel for the environment and test yourself without being ‘testy’ with others, even when it comes time to really lean into change.

The bumps and scrapes are all part of the joy of living and the privilege of doing life together, out on the track.

The savvier you are at navigating change the more ‘positive resistance’ becomes your friend.

Using the strength of resistance, increasing mental resilience and knowledge of the conditions, MotoGP rider Jorge Martin’s post-race interview in Lombok Indonesia had me thinking.


Excerpt from article on MOTOGP rider Jorge Martin's recent Lombok Indonesia win.

 

 

Issues Martin describes are applicable in workplaces navigating historical change and resistance that with careful skill and personal responsibility can drive skilful adoption, and use the conditions to propel you forward in the change process.

Catch the MotoGP interview here: https://lnkd.in/gEziti8K

 

 

 

 

 

Resistance isn’t bad. When the rubber meets the road, it’s a necessary part of the change journey.

Lean in and stay upright.

 

About the Author

 

Tarran Deane author, Transformation Specialist and Change Professional, Ducati Enthusiast on her Ducati 600

Tarran Deane is an accomplished transformation specialist and change management leader and advisor, with a focus on helping organisations achieve sustainable transformation. As a PROSCI-certified practitioner and Grad Dip. Strategic Leadership, Tarran has led successful change initiatives across diverse sectors, empowering leaders to inspire and guide their teams through the complexities of change.
Tarran still works full-time connecting people to purpose and delivering change outcomes.

For fun…
When Tarran’s not busy with work you’ll find her riding through the hills near her home on her Ducati 800 Monster, watching MotoGP races on Kayo, intentionally catching up with family and friends, and trying to sing in key!

Connect with Tarran at www.TarranDeane.com or on LinkedIn @TarranDeane.

in Change Management
Blog post thumbnail image for How-to-Measure-Change-Success-with-Tarran-Deane-Director-Change-Management-and-Transformation-Specialist-PROSCI®-Certified-21-years-Experience-Public-and-Private-Sector
 by Tarran Deane

How to Measure Change Management Success

My Dad was a builder. He’d often say, ‘measure twice, cut once’.

When it comes to leading change, success needs a plan. You need a scope of work with a clear view of organisational history and the foundation you’re starting from.

It’s a lot like building. Without a plan, tracking people progress in parallel to the workplace system, process or cultural changes the project team are working on, may be flawed. You’ll be off by degrees and trying to recover lost time. You’ll be chasing your tail and measuring more than twice!

Organisations spend time, money, and energy implementing change initiatives, but without measuring the ‘right things’, how can you tell if your data and efforts are on track or if you’ve truly made a difference?

The Opportunity for Personal Leadership

This is where individual, personal leadership comes into play. As change leaders, we don’t just roll out processes and expect results; we track, evaluate, and adjust our approach to ensure stakeholders are prepared as much as they can be, are able to manage the change phase when it’s deployed and have what it takes to sustain it into business as usual.

Every employee, no matter our role, has the opportunity to demonstrate leadership by understanding the nature of change and measuring the success of change within their area in ways that embrace organisational values and unity, going beyond the superficial.

Success is not simply about completing a project on time or within budget.

The Challenge Question

Here’s a question I invite you to reflect on: What does success really mean for your change initiative? Is it the number of people engaged, communicated with or trained? The systems put in place? Or is it something deeper—like the shift in culture, behaviour, and mindset across the organisation?

And are people digesting the findings of the assessments and interval reporting?

We often get caught up in ticking boxes—did we launch on time, did we stick to the budget?

But success in change management is that and much, much more. It’s about transformation. Have we truly embedded the change within the organisation, or is everyone just waiting for things to go back to ‘normal’? And what happens if they do go back to a pre-go-live state?

Empathy: The Struggle is Real

I understand the pressure you’re under. It’s easy to feel overwhelmed by the need to show quick wins, and sometimes it seems like the only way to prove success is by focusing on the short-term metrics—like adoption rates and immediate feedback. But true change takes time, and the results we’re looking for may not always be instant.

As a change leader, it’s crucial to balance the short-term gains with long-term impact. I’ve seen many organisations struggle with this. They launch new systems or processes, celebrate the rollout, and then… crickets. Months later, they wonder why things have drifted. That’s because success isn’t measured at the finish line of implementation—it’s measured in the weeks, months, and even years after.

When the technical solution, system or process change is the right fit for the business and delivers on the integration promise, then the successful speed of adoption, utilisation and skill proficiency occurs over time, one person at a time. That needs a whole lot of patience and bold leadership.

When the technical solution, as good as it may be, still requires too much customization or simply cannot be made to fit, bold leadership makes the tough call and rolls back. That decision also requires long-tail support and resoluteness to understand and measure employee capability gains while maintaining your strategic focus on the future. This experience will form part of ‘historical change’ and can be incorporated in the next round of Change Readiness Assessment data.

A Way Forward: Building a Measurement Plan

So, how do we ensure we’re measuring what really matters?

1. Define Success Early:
Right from the start, you need to define what success will look like. This isn’t just about operational metrics like ‘how many people were trained’ or ‘how many systems were rolled out.’ Think deeper—consider how the change will impact behaviours, decision-making, and overall organisational culture.

I’ve been using the PROSCI® Change Readiness Assessment tool for many years and I find it incredibly valuable whether I’m involved from the very start of a change initiative or stepping into an in-flight project, leadership role or consulting gig. It asks all the right questions. This becomes your building block to measuring change success.

2. Identify Key Performance Indicators (KPIs):
Develop KPIs that reflect both the immediate and long-term outcomes. Immediate KPIs might include system usage rates or the number of employees completing training. Long-term KPIs should focus on behavioural shifts—are people adopting the new processes without reverting to old habits? Are employees more engaged, and is productivity improving as a result of the change?

Have conversations with your Project Governance Board, ask the right questions. Does the budget provide for post-go-live adoption support if the technology solution won’t be ready to roll out until the eve of go-live? What does that look like? Once you have clarity on it, you can set about measuring change success.

3. Set Milestones Along the Way:
Create checkpoints throughout the change process, not just at the end. Regularly assess how things are going. Are people engaging with the change? Are there early signs of resistance or adoption? Adjust your strategy as needed based on real-time data.

I’ve used a bunch of measurement tools from Excel dashboards, to periodic online ADKAR Surveys and the PROSCI® advanced PROXIMA Dashboard for practitioners. I like the ADKAR Dashboard for its cumulative tracking and visibility of people shifting from red to green. Great resources and reporting is made easy. Be sure to check with your cybersecurity team for permission to use these tracking tools and connect them with the national liaison for PROSCI® to ask about enterprise solutions that meet requirements.

4. Involve the Whole Team:
Measuring success isn’t just the job of the project lead or the executive team. Everyone involved in the change must clearly understand what success looks like and how it will be measured. PROSCI® research confirms most employees will need communication and direction from their immediate supervisors and the big boss for benefits to be realized. That’s why activating change sponsors and ambassadors is critical to empowering your frontline to prepare, manage and sustain the changes in their work areas.

Tip: Design communications that are crafted for target audiences in multi-channel formats so information is mobile-friendly, and can be digested on the fly, in a way they like to process info e.g. take that written communication and do a talking head video over it. Post the hyperlink in multiple locations that can be accessed on the internal intranet and by external logins e.g. Microsoft SharePoint or Atlassian Confluence.

5. Use Both Quantitative and Qualitative Data:
Numbers are important, but they don’t tell the whole story. Combine quantitative metrics (like adoption rates, and performance data) with qualitative feedback (employee surveys, interviews) to get a well-rounded view of how the change is truly being received and integrated. This is where storytelling comes in. I like using the AI integration tool ‘CrystalKnows’ which provides wordsmithing tips for key personas.

 

Hot Topic Scenario: Hybrid Work and Change Management

Let’s talk about a real-world scenario we’re all facing: hybrid work. Many organisations are grappling with how to measure the success of hybrid work models. Is success measured by the number of people returning to the office, or by how well teams adapt to working in a flexible environment? The challenge here is not just about counting heads—it’s about assessing engagement, productivity, and employee satisfaction in a more fluid and dynamic work setting. This will no doubt be an interesting season ahead for the likes of Amazon and Tabcorp as reported in The Australian Financial Review.

Consider this: If employees feel more empowered, more engaged, and are able to leverage technology, create connections, and balance work and personal life better with a hybrid model, isn’t that a success in itself? Sometimes, the best metrics aren’t the ones that appear in spreadsheets—they’re the ones reflected in your employee retention and attraction rates and the behaviours and well-being of your people.

Call to Action

If you’re working with a Change Manager they’ll be asking you, “What’s in your business case? What are you hoping to achieve? How will you know we got there? What does good look like?”

If you want to ensure the success of your change initiatives, you need to start by measuring the right things. Don’t just aim for quick wins and surface-level metrics. Dig deeper. Ask yourself, What will success look like in six months? In a year? Define your KPIs early, check in often, and involve your entire team in the process. It’s not enough to implement change—you need to make sure it lasts and help your people to be successful too.

Anything else, is setting people up for disappointment when we’d prefer to be building people up.

So, take the first step today by identifying the key metrics that will truly define success for your organisation, and start measuring the real impact of change.

Sound like a plan?

 

About the Author

Thumbnail image of Tarran Deane, Director, Change Management and Transformation Specialist PROSCI® Certified, 21 years Experience, Public and Private Sector

Tarran Deane is an accomplished transformation specialist and change management leader and advisor, with a focus on helping organisations achieve sustainable transformation. As a PROSCI-certified practitioner and Grad Dip. Strategic Leadership, Tarran has led successful change initiatives across diverse sectors, empowering leaders to inspire and guide their teams through the complexities of change.
Tarran still works full-time connecting people to purpose and delivering change outcomes.

For fun…
When Tarran’s not busy with work you’ll find her riding through the hills near her home on her Ducati 800 Monster, watching MotoGP races on Kayo, intentionally catching up with family and friends, and trying to sing in key!

Connect with Tarran at www.TarranDeane.com or on LinkedIn @TarranDeane.

 

Share this Blog: https://www.tarrandeane.com/change-management/measuring-change-success/

in Change Management
 by Tarran Deane

Bravery and the Customer Experience During COVID

I’ve never considered myself exceptionally Brave.

And yet there is a special kind of bravery I see in the midst of COVID that goes beyond the frontline health workers and those calling the shots, however well intentioned. And while I’m not entertaining a debate about the vaxxed vs. the unvaxxed, I am calling out those folks who challenge those who are exempt from vaccinations, who driven by fear, cause those in the community to feel like second class citizens.

It’s time for an ethical and verbal stocktake of our behaviour towards one another after I accompanied a family member today to a retail outlet where the customer service agent misguidedly tried to embarrass her by asking to see her medical exemption for not wearing a face mask.

I am proud of my family member for boldly standing up for herself and stating, “You can’t ask me that. It is against the privacy act”. The sales lady waved a piece of paper in front of her and my relative walked out.

I understood both perspectives but even so, there are better ways to communicate and engage even through the challenges of navigating the COVID curve.

Here’s what I think we could all think about doing better in our businesses and community:

  • Check your SARS information and government requirements, roles and responsibilities, and check it again, before you sneer or speak out to customer or colleague
  • Check your own unconscious bias and think about what you’re about to say BEFORE you speak. You don’t even know that other person!

My own admission

Here’s what I mean, early 2020 when COVID first ‘broke’ and media outlets were starting with the mass broadcast of doom and gloom, fear and dread began to creep into our psyche’s and I for one found myself looking at tourists in our holiday community, thinking, “they’re too close! Why are they walking so closely?” Even as I passed them in my car. Suddenly I self identified as policing a stranger. Now two years on shopkeepers, hospitality and employees are pseudo-policing their peers and customers.

Same thing happened in the Warsaw Ghetto’s. Different enemy then but a similar human trait when it encounters fear. React, shame, polarise.

Your fear, my fear, safe hygiene practices and individual responsibility does not give people permission to lord it over others or diminish their worth.

Let’s continue:

  • Be quick to apologise when you’ve spoken out of turn – not to a random third party but to the person you directly impacted, affronted or falsely accused
  • Be diligent with your own thought life, keeping a close check on perception vs. reality. After all real relationships are fact finding and perception can be like FEAR:
    F-alse
    E-vidence
    A-ppearing
    R-eal
  • Keep a mixed group of friends and colleagues that bring diverse perspectives to the conversations if you’re committed to genuine inclusion.

The last two years it’s been about COVID. The next 12 months might introduce other global factors.

If we lift our gaze above the current pressures and are genuinely committed to ethical, inclusive, values-based business then let’s be better human beings.

Oh and my relative, well she boldly called the manager of that retail outlet who agreed with her; they had no right to ask for it. The manager then spent time with her team member who’d made the scene.

I came back into the store that same afternoon, spending $900. It’s almost a sale they missed out on and their reputation could have been damaged. The team member recognised me and apologised, tearing up, stating she “didn’t have the right information” and she “has an elderly Dad” and “some other customers were in who’d been really rude.”  I empathised saying, “COVID’s been hard on all of us and each of us are going through something we know nothing about. Thank you for your apology.”

Let’s remember, long after COVID leaves us, the community we live in belongs to ALL of us and we each have the right to privacy and dignity.

Let’s trust each other and believe the best of people because we’ll all need time, grace and an extra shot of BRAVERY to get through the change curve.

@TARRANDEANE is a leading change and engagement specialist who’s focusing on BOLDLeadership during 2022. Learn more about Tarran when you visit her LinkedIn Profile.

in Change Management / Community / Customer Experience / Engage / Leadership / Self-Mastery
Culture Leadership begins with Emotional intelligence - bit.ly:TarranBooks-EmotionalIntelligenceEbook
 by Tarran Deane

Which Will You Choose: Door 1 or Door 2 | The Risk and Reward of Anticipation

I was having a conversation recently with a client about the power of anticipation; its risks and rewards. If you’ve had staff that have developed a reputation for being negative, moaning about changing or plain pessimistic, it’s reasonable you’d find it disappointing and frustrating.

You might be one of these Leaders, moving quickly, stumbling straight into unconscious bias and slap bang into resistance.

In a fleeting moment Resistance gives you TWO options:

Door One: Resistance that frustrates progress, erodes culture and drains you of energy.

Door Two: Resistance that provides opportunity for you to lead through the tension, grow in your capability, and dare to believe for the best in every situation.

 

The Risk and Reward of Anticipation

The next time you’re into the swing of a change process, delivering direction or negotiating, DECIDE beforehand how you will ANTICIPATE resistance. Wise Leaders think about what they’re thinking about, pursuing wisdom and developing their understanding of themselves – and others.

Make’s me all kinds of happy when Leaders do this. There’s great strength in being intentional and anticipating through faith in yourself AND your team

DOOR 1: your heart rate will change, you’ll be expecting a negative response from the other party/ies and you’ll be giving off all these tense vibes (not so technical word lol), and that’s what you’ll attract.

  • negativity
  • push back
  • fear
  • uncertainty
  • time delays
  • economic impact
  • poor reputation management
  • erosion of culture via gossiping
  • and all kinds of weird irrational responses from one or two problem-generators

 

If, however, you anticipate DOOR 2: then you’ll walk in expecting the best, geared with positive self-talk, aware that it may not be smooth sailing, but hey, “we got this people!” you’ll be:

  • honouring your stakeholders with truth
  • naming the elephant in the room
  • articulating the change and situations they may encounter, providing them with options of their own to work the plan and embrace the vision, values
  • equipping them with key phrases
  • challenging them to develop their critical thinking skills
  • developing internal leaders that have increased confidence, assertiveness and capability

 

 

The leaders that choose to walk through DOOR 2 on a regular basis, well they’re happier leaders, they know when to make the minor adjustments guarding against being emotionally hijacked, and confidently lead their teams according to company values and clever thinking.

 

Emotional Intelligence

Learning more about how we think empowers us as Leaders. recognising the impact of fatigue and stress on our cognitive function as it bubbles up out of our mouth, spilling out onto the relationships in our world is now a moral imperative. Too often, people have a short fuse or are bound up by fear and bias – conscious or unconscious, and don’t stop to think about what they’re thinking about. That’s a mistake.

 

Culture Leadership begins with Emotional intelligence - bit.ly:TarranBooks-EmotionalIntelligenceEbook

Grab this key resource to enhance your thinking and how you anticipate communications
bit.ly/TarranBooks-EmotionalIntelligenceEbook

 

Ideally as Leaders you’ll be creating a safe environment to have robust conversations that promote accountability, anticipating people will walk with you, towards a shared vision. And, for those whose path may lay in a different direction, they may create a door of their own, or through due diligence and genuine care…. you may just have to show them another kind of door….

 

And yet, imagine if we were rewarded with the best fitting people for the role and the season of the business, simply because we thought twice about how we anticipate reactions.

 

With experience and wisdom, you’ll learn how to communicate more effectively, manage your own thinking and practice the power of positive anticipation.

 

That would indeed be a just reward.

 

Shall we become a little wiser, a little less ready to be offended, Tarran Deane

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“Shall we believe the best in others? I think that makes life a whole new level of lovely.” Tarran Deane

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Shall we become a little wiser, a little less ready to be offended, and a whole lot more inclined to believe the best in others? I think that makes life a whole new level of lovely.” Tarran Deane

 

About Tarran Deane & Corporate Cinderella Leadership Development Company
We work with leaders and business owners across diverse sector to increase capability, confidence and competence, deepening connection and commercial success for our clients.

Tarran is our mighty leader and we’re inspired by her passion for people and the power of connection. Everything she does is intentional – except when big dogs come up to her Jack Russell, then her alter ego is at risk of coming out.

Everyday, consistent efforts will enhance your outcomes and give you a greater sense of joy.

This is a leadership lifestyle. Not a quick fix.

Grab your copy of her eBook right here >>> bit.ly/TarranBooks-EmotionalIntelligenceEbook

To Learn More About Working with Tarran Visit:

#executiveadvisor #changeconsultant #leadershipspeaker #author #educator #trainer #csuitetrainer #csuitementor #executivecoach #mygoldcoast #brisbane #emotionalintelligence #smartthinkers @tarrandeane @PSA_ProfessionalSpeakersAU #cultureleadership #leadership #signature7leadershipframework

in 004. Culture Leadership / Change Management / Communication / Critical Thinking / Executive Coach
 by Tarran Deane

Change Management – Leadership Book by Tarran Deane

Now There’s a Book That Deals with Change Management and Real Life @ Work! THE ALPHABET PRINCIPLE: Your A-Z Guide to Being a Compelling Leader

 

Change Management can be a whole lot easier when you know how to communicate effectively with all stakeholders, you're clear on the VISION and you're resourced to deliver on it.

Fulfilling, and at times incredibly consuming, downright frustrating and challenging, many individuals find themselves torn between executing well, rapid change, limited resources and conflicting personal values. If this is you, you’re not alone!

Change Management is an ever-increasing hot topic!

In her new book “THE ALPHABET PRINCIPLE: Your A-Z Guide to Being a Compelling Leader”, Tarran Deane hits the shift key and spells out 26 short ,sharp chapters that today’s leaders must get a handle on if they’re to cut through the whispered frustrations of today and lead strategically and tactically in the fast pace of change, artificial intelligence and real life @ work.

 

 

During Change Management projects and rollouts, redundancies and evolving roles, the threats to leadership are many:

  • lack of self-awareness and identity
  • increasing sense of isolation and avoidance of real issues
  • rapid pace of change, contextual and critical
  • demands of honouring and juggling family responsibilities
  • opinions and judgements versus reconciliation and relationships
  • political correctness and offence gone made versus real conversations, grace and grit
  • chasing the numbers and losing the dream to name but a few!

 

It’s time to put a stake in the ground, look up, and declare “I can do better! We can do better! We are in this together and if we’re to step boldly into the future, we must get over ourselves, learn what makes each of us tick, stand on values and run towards the future, proactively bridging the gap between artificial intelligence and internal silos. It’s time for grace and grit to rise up and lead like we mean it! Every word, gesture and deed matters. Be compelling.”

Change management must stop being reactive and give considered thought to being proactive. Most focus has been on frontline and minimising union involvement or rocking the boat, while senior leaders and executives, nut out strategies behind closed doors, wanting the best for the team and broader stakeholder group, while feeling hamstrung by problem generators and squeaky wheels. We want leadership empowered, seen as real people, doing the best they can and daring to have the straight forward conversations that spell out behavioural expectations, leading to greater growth in followers, and relevant rewarding results for the business.

Working with leaders from companies and organisations like BHP, United Nations Office for Outer Space Affairs, Pilots, Ministers, Emergency Services, Executives, Enterpreneurs and even the McDonalds Junior, highlights that change impacts us all in pretty much the same way. The difference lies in determining the stakes, having each other’s back supporting the change, delivering on instruction and debriefing effectively and appropriately.

Dealing with change management is woven throughout The Alphabet Principle. Grab your copy today so you can highlight, write in it, fold the corners over and maybe even wave it under the nose of someone at work saying “See this is what I’m talking about!”

 

ABOUT THE AUTHOR:

Tarran Deane is an international leadership speaker, change consultant and executive coach who knows what it takes to lead as a former national executive of a $55million not for profit organisation and now, maverick entrepreneur. Purchase your copy of “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” at www.tarrandeane.com/alphabet while stocks last!

 

Want to Download the Book Blurb and Share it With a Colleague? 

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Daniel Mangion

BUSINESS OWNER

Tarran’s ability to quickly understand and empathise with my business situation is a true testament of her knowledge and experience. Tarran clearly conveyed strategies that I was able to implement immediately to create a positive effect on my business and me personally.

Danielle Mackenzie

Danielle Mackenzie

General Manager Quality & Risk / LifeLine Australia

When I was offered the opportunity to have an executive coach, Tarran Deane was THE person top of mind. As a national executive in a high profile organisation, with complex dynamics, Tarran is the person who guided me through the season, who helped me clarify focus and direction and equipped me to navigate it. My team directly benefited as a result. I highly recommend every executive having a high-level Coach and Mentor. My recommendation is Tarran Deane. Brilliant.

Michelle Keenan

Clinical Nurse Coordinator / Queensland Health

"Thank you Tarran you are a brilliant Leader and Coach. I've received so many benefits from my time with Tarran, the most important were the development of resilience, confidence and emotional intelligence in my Leadership roles. Words cannot express my gratitude. I am glad you are in my corner"

Kerrie Grice

Kerrie Grice

CEO / Rural Lifestyle Options

I have had the pleasure of working with Tarran on a number of occasions and WOW seems to sum up my experience perfectly. I have benefited from one on one coaching and Senior Leadership team building workshops with Tarran where she encouraged me to understand my personal values and how these impacted my thinking and decision making when working with my team.

Ron Pauley

Faculty Librarian / University of Southern Queensland

"Imagine receiving a new appreciation of life's challenges, a deeper respect for others, and a stronger focus on personal values... Imagine gaining renewed inspiration and motivation to accept personal responsibility for leadership in work, life and family... Imagine awakening to a holistic view of, and approach to, a work-life balance that encourages evaluation and renewal of personal vision, goals and priorities... do this and you have a glimpse of the profound impact experienced when working with Tarran."

Jane Anderson

Jane Anderson

Personal Brand Expert / Jane Anderson Speaks

When someone asks me who I think is an extraordinary female leader, Tarran Dean's name is one of the first names I say. Tarran is world class, eloquent, and her genius lies in being an intentional leader, bringing the best out of others. Tarran is a true inspiration as she is the living example of what she speaks about, writes about, and coaches on. For those who are fortunate to work with Tarran, they will level up, step into their conviction and become a leader worth following.

in Book - The Alphabet Principle / Change Management