In the last post we talked about introducing change without compromising on performance, highlighting the change in the rhythm of the business when change is introduced. In the first post we talked about this in the context of a hurdler.

In that analogy we covered why it is important to engage those impacted by the change an involve them in creating the plan, so they can adjust more easily. That is one of the foundation principles of change - engagement of those who are impacted by the change.

Another key way in which to maintain performance in change is to always set the 'future state vision' and changing measures within the organisation so all people are clear on what the future state measures are.

There are two questions that are critical when discussing what the organisation or team may look like after the change has been implemented:

What does success look like?

How will we be able to tangibly measure that success?

This is one of my favourite sayings

This is so true. If ...