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– Have we involved enough people in planning the change?
n Have we predicted and put plans in place to deal with anticipated

problems?
– Have those likely to be most affected by the problems been

active in their solution?
n Have we refined the change in the light of people’s expectations,

desires, ambitions and ideas?

The manager who needs to cope with change successfully needs to ask:

n Have I accepted that dealing with changing situations is part of my
job?

n Have I got routine work under control so that I can focus on the
change?

n Am I sufficiently aware of what is happening in my industry and
beyond to know when changes are necessary or beneficial?
– Do I fully understand the developing and emerging trends?
– Do I need more information?
– Do I know where to find what I need?
– Who can help me?

n Can I stimulate a positive attitude to change by discussing new
ideas and issues with my team?

n Do my team raise issues that might indicate the need for change?
n Do I encourage a sufficient degree of future focus without

damaging today’s results?
n Is my thinking flexible enough?
n Is my leadership style flexible and consistent? (see page 109)
n Can I mobilize my people and resources quickly in a co-ordinated

fashion if the unexpected occurs?
n Do I demonstrate that I value creativity over bureaucracy?

Ask those around you when you suspect that change is desirable:

n What’s new?
n What do you see as the key issues facing the business?

– What do you see as our key opportunities?
n What leading edge ideas have you come across lately?
n What would you like to change if you had the power?

– What are we doing too well to put it at risk?
n What are we doing well that we could do better?

– How?

Making change pay 191