Leading Change: A Change Equation

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Actions to take in this area

1. Big picture

• Develop a shared vision that you can explain in five minutes or less.
• Always communicate the change in a wider context. Answer the question “Why?” and address the fit with the organisational direction.
• Use metaphors, stories, and examples to illustrate; people need a good illustration to understand the change.
• Prepare an interdependency analysis; often, change has many interlinking systems, which can disrupt change.
• Find and tap synergies with other initiatives in the school.

2. Buy-in

• The best way to gain the acceptance of others is by involving them early and often.
• Communicate, communicate: Why? What? and How?
• Use multiple channels of communication: formal and informal; and ask for feedback.
• Prepare a stakeholder map, as each group sees it. Ensure people understand the effects and benefits of the proposed change.
• Build and organise allies early; often, support is only asked at the action phase.
• Recognise and thank people for their support when you get it.

3. Skills and tools

• Always build collective capacity of the whole staff team in the school.
• Understand that productivity often initially drops just when you want gains.
• Ensure that your change is user-friendly.
• Do not overlook the skills that other members of leadership team will need to explain the change to the staff.
• Ensure that the staff professional learning is student outcomes focused, evidence-based, data-informed, collaborative, and involves reflection.
• Provide for coaching and mentoring of the staff.

4. Manage risks

• Treat others’ reservations as normal; risks are a natural side effect of change. Don’t resist resistance.
• Anticipate as many risks and reservations as you can.
• Learn how people need to transition internally.
• Never underestimate the power of the status quo and the need for the people to protect their turf.
• Recognise the power and influence of the rumour; a void will get filled.
• Address inconsistencies, and encourage resilience among the staff members.

5. Action

• Prepare short term action plans that generate small wins to sustain momentum.
• Recognise and celebrate successes.
• Always model the behaviour you expect in others.
• Minimise reliance on “happy talk” to facilitate goals. It makes people cynical.
• Keep your cool and your sense of humour. Implementing major change is a challenge for everyone.
• Anchor the changes into school culture so that people begin to say about the new change: “This is the way things are done around here”.
• Develop a culture of ongoing reflection to build lifelong learning mindsets.