Communicator
The person employees most want to hear change news from
Their own supervisor — the preferred sender for personal impact messages
The two groups this role connects
The project team and your employees
What you show when you use the new process in front of your team
Active, visible support — engaging with the change yourself
The top reason employees resist a change
Lack of awareness of the purpose and reason for the change — not fear
The conversation format where coaching actually happens
The one-on-one conversation
The ADKAR element this role builds
Awareness
The ADKAR element this role sustains
Reinforcement
The ADKAR element advocacy builds
Desire
The two ADKAR elements this role influences
Desire and Reinforcement
The two ADKAR elements coaching builds
Knowledge and Ability
How many times, and how many ways, to repeat a key message
Five to seven times, in five to seven ways
The name for what you report back about conditions in the field
Conditions in the field — how the change is actually landing
Whose lead staff follow when judging how important a change is
Their own manager’s — the closest visible example
The share of resistance that can be prevented
More than 40 percent
Why an awareness gap and an ability gap get different responses
Awareness gaps need information; ability gaps need practice, time and support
The four questions every staff member wants answered
Why change, why now, what if we do not, and what it means for me
Three kinds of feedback the project team needs from you
Design input, usability results, and employee feedback
What happens to a change when leaders stay silent about it
Staff read the silence as doubt, and Desire drops
The cheaper, more effective alternative to responding after the fact
Prevention — anticipating objections and building awareness early
The tool that tells you where each person is stuck
ADKAR — assess each person to find the blocked element
What grows on a team when communication is poor
Rumor and speculation — the gap fills itself
What leaders lose sight of when no one plays this role
How the design actually works for frontline staff
Why you must be a changee before you can be a champion
You cannot authentically lead a change you have not worked through yourself
The group best positioned to manage resistance, yet often the most resistant
Middle managers
Two things that suffer when no one coaches the transition
Speed of adoption and ultimate proficiency