AIDS FOR IMPLEMENTING CHANGE
EMPLOYEE COACHING & SUPPORT
TEACH VS. COACH
SIGNS OF DIFFICULT TRANSITION
100

It is not permissible for a change leader to denigrate the change. You must be it's cheerleader.

MODEL THE CHANGE

100
Validate and discuss impact of new approaches. Celebrate success!

FOLLOW-UP AND CONFIRM

100

Coaching Style (Coach and Then Train)

HIGH MOTIVATION - LOW COMPETENCY

100
"Don't blame me, I did not choose the way this turned out."

GUILT

200
Change is something everyone helps bring about.

INVOLVE OTHERS IN THE CHANGE

200
On a regular basis, discuss the facts/findings, both positive and areas of improvement.

SUPPORT DISCUSSION

200
High Motivation - High Competency

DELEGATION STYLE (COACH AS NEEDED)

200
A very brief stimulus but then it reduces motivation and adaptability. 

ANXIETY

300

Types of Communication Meetings

Information Sharing Meeting

Management Introduction Meeting

Theory of Change Meeting

300

Complete the review or discuss advancement.

CASE/PRODUCT/SERVICE REVIEW OR CAREER PLANNING

300

Directive Style (Coach First and Then Consider other Options.

LOW MOTIVATION - LOW COMPETENCY

300

"I'm not doing it! I will just work slowly and will happen to forget the instructions."

RESENTMENT

400

Help them see the benefits of change.

HELP OTHERS BREAK FROM THE PAST

400

Provide unique support.

DISCOVER WAYS TO IMPROVE

400

Low Motivation - High Competency

PARTICIPATIVE STYLE COACH

400

Any change or transition can be a major contributor, which can lead to illness or accidents.

STRESS

500
The ADKAR management model.

PROSCI CHANGE MANAGEMENT

500

The Keys to Success.

FACE TO FACE (TELEPHONE)

BUILD RELATIONSHIPS AND TRUST

500
These preferences allow individual leaders to develop their self-awareness.

MEYERS-BRIGGS TYPE INDICATOR (MBTI)

500
A valuable resource for both supervisors and employees.

EMPLOYEE ASSISTANCE PROGRAM (EAP)

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