5 Questions to Ask to Get Buy-In for Change Management

“Priority is the function of context,” says Stephen Covey. So how do you position the value of change management in the right context so that it gets the priority it needs?

Think about what you describe when you make the case for change management. How is change management viewed by your project leaders? Is it seen as an optional add-on rather than a vital contributor to the project’s success? Do you spend the conversation talking about change management activities, like communication and training, or do you focus on change management’s contribution to overall project results and outcomes?

Gina Zielinski is a Talent Management Consultant for MGIC, Mortgage Guaranty Insurance Company. Her focus is on designing and facilitating initiatives for leadership and coworkers that support MGIC’s business strategies.

Supply chain projects often demand significant resources to complete, so managing them effectively is imperative.

You’ve probably heard about the four C’s of diamonds: color, clarity, cut and carat weight. Introduced in the middle of the twentieth century by the Gemological Institute of America (GIA), they created a global standard for the attributes for judging diamonds.   

I spend a significant portion of my time working with new change practitioners following Prosci’s Certification Program and supporting them on the first steps of their change management journey. The most common question I receive is “where do I start?” This question is the perfect segue into a conversation around the definition of success post-certification.

How can you obtain the skills to keep up with bigger, faster and more complex change? What is the process for achieving a Prosci Advanced Certification so you can propel your career and organization forward? Gain answers to these questions and more with our infographic:

Once people understand the Prosci ADKAR® Model, they tend to fall in love. They shamelessly wear ADKAR glasses at conferences and start using ‘ADKAR’ as a verb (e.g., “I just ‘ADKAR-ed’ that senior leader big time!”). And I’ve had more than one person threaten to get an ADKAR tattoo. Why are people so fanatical about the ADKAR Model? We set out to answer this question and understand how change professionals are using it in new and unique ways, in the Applications of ADKAR research study. 

Human Resources leadership at a global manufacturing company recognized that to achieve the long-term goals of their department and the organization as a whole, they needed to proactively pursue a focus on the people side of change.

While the organization had a history of project management success , growing success led to significant growth goals with very big people implications. The leadership team within Human Resources knew that a change management capability would be necessary to accomplish the organization’s overall goals, yet they also knew that much of the organization was not yet ready to begin building this capability. In light of this, the department focused first on building an internal department change capability while also preparing for an eventual enterprise-wide capability build.