Insights

Successfully shaping change

Sell the problem, not the solution

Before you present solutions, understand the underlying problem. Only when the problem is clear to everyone will the need for change be accepted.

It’s okay not to be okay

Feelings like fear or confusion are part of the process. Acknowledge them – discomfort is part of the process.

Find followers

Change is easier in a team. Find fellow campaigners who share your vision and inspire others.

Where do we want to change to?

A clear vision provides orientation. A common goal motivates us to actively shape change.

Be the change you want to see

Managers should exemplify change and show through their actions what the new reality can look like.

Acceptance is the key

People go through emotional phases. Guide them through these until the change is accepted.

Try it out and adapt

Change is a flexible process. Mistakes are part of it – learn from them and constantly improve your path.

Establishing change – Creating rituals

New habits take time. Rituals help to anchor new behaviours permanently .

The WWW rule

How to package feedback correctly >

Perception

What observation, fact or situation am I referring to?

Effect

What feelings do I have? How does the behaviour affect me?

Wish

What would I like to see different, less or the same in the future?

Giving correct and effective feedback

Content preparation

1. What did I specifically perceive?
2. How did this behaviour affect me?
3. What would I like to see differently or the same in the future?

Create time and a framework

The person receiving the feedback feels prepared and can better absorb the feedback.

Concrete and clear statements

When conveying my message, I remain concrete and clear in my statements.

Intentions behind the feedback

The further development of my counterpart or an improvement of the situation is in the foreground.