Good! Not only that you seem prepared, but that you're confident as well.

Your leadership will be tested in times of change. Clear expectations are very important. Having these in writing from the assigner, your manager or project manager, will help guide you. Have you received a brief about the case for change – including the current and future states – in writing? If not, request one. Then, make time for a de-brief!

That's great! If you have a clear vision and a positive attitude, it will be much easier for you to convey it to others.

Spend time on this. Your own feelings about the change are highly relevant. If it does not feel right, think about why. Is something missing? Talk to your manager(s) and colleagues you trust who can support you. Joy and desire are among the most influential factors behind successful change journeys. If you don’t feel it, others won’t either.

That's great! Knowing what to look out for and what you can use to your advantage is the first step to successful change!

Get to know your audience! It's key to good preparation for any change initiative. Take the time to think about the people you will lead through the change. Make sure you know who they are, when they need to get involved and what it takes to get them actively contributing to the change journey. Will everyone perceive this change in the same way you do? And how can you prepare for different reactions?

Good! You wouldn't want to carry out any change without that support.

It's important to spend time with your manager(s). Top sponsorship is one of the most critical factors for successful change. If you lack clear and visible support from your manager(s), the change journey may be unnecessarily complicated.

Excellent! Humans respond to a good story that evokes a personal response. If you have a story that taps into their emotions as well as their logic you're in for a much smoother ride.

Why is this change happening? What is the value that the change will bring to those affected by the change? You need messages, stories and images that inspire and motivate your target audience. They need to believe in the future this change initiative will bring. They need energy, and an understanding of what it will take to get there - together!

Great! If there are no conflicting agendas at least that potential obstacle is out of the way.

It’s important to know the scope of the planned change initiative and how it might interfere with or even hinder other objectives. Are there other operational objectives that might get in the way? There are many tools out there, but the force field analysis is a quick and effective way to help you gain a better understanding of the change.

Excellent! With the practicalities in place, you can focus on leading your team through this change.

It’s essential to know the scope before you start. The planned change initiative might require additional resources, e.g. time, equipment, support staff, etc. Reflect on this when completing the force field analysis and make the implementation plans.

Good! If you're willing to show the way, others will follow.

“Walking the talk” is critical when it comes to change leadership. Being a role model and actively working with your own personal change journey is your strongest asset. Being a step ahead of your followers will make for a smoother ride. Your extra effort will be recognised, and you will gain trust.

Great! Having support around you will make this journey a whole lot easier.

First of all, make sure you appoint a guiding team to support you. Look for people that have the capacity to be change champions and work together with you. They do not have to be formal leaders. Look for personal motivation and skills.

Excellent! Having the target audience on board from the start will help you manage this change successfully.

The target group is more likely to follow you if they have confidence in you. Communicate clearly, openly and honestly. Taking responsibility for your own change journey, and keeping an open dialogue at all times, will build trust.

Very good. Feel free to discuss and validate your goals with your closest group of key people. Make these goals your common direction and tools for cooperation during the journey of change.

Setting intermediate goals for activities that will bring change forward is important. Start from the theory of the journey of change and decide what you should do to help people understand, feel motivated, and acquire new skills to change their behaviour. Also, set goals for what you want people to think and feel after each step of the journey, but above all, what you want them to do. Use the SMART structure; a good goal should be Specific, Measureable, Assignable, Realistic and Time-related.

If you doubt whether your goals are clear enough, effective, there are simple rules to follow. One is the SMART structure; a good goal should be Specific, Measureable, Assignable, Realistic and Time-related. Discuss and validate your goals with your closest key people.

Good job on finishing the self-assessment! Hopefully you found a few things to think about moving forward. Following is our feedback to you, based on how you’ve answered to the different statements. The feedback is based on theory and best practise within change management. If you want more personalised help a great way to start is to book a quick meeting or one of our online workshops.

You do not have full support or are unsure if you do. Be aware this is a critical factor for success. Take the necessary time to clarify expectations and personal commitment in dialogue with your manager.

You have full support from your manager, great!

You seem mentally well prepared. Your commitment and motivation is the key to success. Brilliant!

You seem hesitant about your commitment to change. This may become a problem. Talk to your manager or the people behind the change. Find out more about its purpose and potential. Discover the benefits and try to bring down the barriers restricting your commitment.

You have thought through the practical aspects of the change process. Excellent!! But keep in mind that the devil is in the details and conditions can quickly change.

It would help if you had a better grasp of the conditions and prerequisites. You must discuss this with all relevant people, both to understand the practical implications yourself and to make sure everyone involved is ready. Implementation can be slowed down by conflicts in planning the use of resources. Do your homework and avoid the headaches!

Great that you know your target audience. It is crucial to keep an eye on the people making this change journey. What they think and how they feel about is of great importance. If you have already established trust and confidence in your leadership, every subsequent change initiative will be more straightforward. People need a leader in times of change, not a boss.

You seem unsure of your travel companions on this change journey. This is perhaps not surprising since you're introducing new things and behaviours. It would help if you took the time to understand your people. The best approach is to open up a dialogue directly with those affected.