Key Strategies for You
- Purposefully spend time in all five dynamics during the change; for example, don’t jump to Execute in a drive to speed up the change initiative.
- Reflect on your own natural reaction to change, as shaped by your energy profile.
- Likewise, understand how the different energies of other people react to change.
- Leverage others’ learning preferences to communicate and influence during the change.
Crucial Simpli5 Resources
In Simpli5 at the Network
tab, find a person’s name by scrolling through the list or by narrowing down the list using the “Find a Connection” filter. Tap the person’s name to open the “Working with…” page.
For this application, at minimum you should review Work Preferences and Learning Preferences content for each stakeholder; this will help you to lead them through the change.
- Work Preferences. Explains how the other person approaches work and working relationships.
- Learning Preferences. Informs you how to communicate with the other person.
Review Leading 1:1 content between you and each stakeholder. It offers you guidance on where his or her attention is likely to rise or fall as your change management program progresses. You use this to allocate your own time: when do you need to apply more TLC, and when can you afford to let up?
In Simpli5 at the Teams
tab, open your team. If your team has not already been created, you can create your own
private (draft) version or ask that your team leader create and publish the “official” version.
For this application, at minimum you should create a Learning Chart of all stakeholders from the team’s main page. Use it as your “cheat sheet” when leveraging others’ learning preferences to lead them through the change.
Understanding Your Own Response to Change
When we recognize where our energetic preferences most comfortably take us, then we can leverage
this knowledge to navigate the world successfully and with the least amount of stress. Without
awareness, our focus is limited by our highest energies, especially during times of stress or change.
Steps to Take
- Review your own Individual content at the My 5 Dynamics tab in Simpli5 to better understand
your energetic preferences. In particular, Work Preferences and Learning Preferences can help.
- Recognize not only where you naturally have areas of higher energy, but also where your
energetic “blind spots” may lie.
- Use the table below to help you understand the factors which affect your response to change
Energetic Drivers when Reacting to Change
The Change Curve model describes the predictable stages through
which individuals pass as they adjust to change. Understanding
these natural human responses and your own Energetic reaction
to change can help you to minimize any negative impacts and to
adapt more smoothly and quickly to the new situation.
These same concepts can also help you positively influence others
during times of change. In the face of change, we all feel some
level of fear, uncertainty, and doubt. By directly addressing the roots of those fears and providing a
clear path back to “solid ground,” you can lead them on their journey to acceptance, recommitment,
Leading Others through Times of Change
Steps to Take
- Consider the Change Curve model to understand stakeholders’ responses to the change, and target
your communication accordingly at each stage to connect with each energy effectively.
- Stage 1: Shock or denial. Individuals need time to adjust to the reality of the change. In this
stage, people need information about the change and where to go to get help.
- Address each energy’s needs, as shown in the tables on pages 2 and 4.
- Communicate in smaller, digestible chunks—people will only be able to process a limited
amount of information at a time during this stage.
- Provide a means for people to find more information or ask questions at their own pace.
- Stage 2: Anger, fear, uncertainty, or doubt. Individuals may resist the change actively or
passively. They may need to express their concerns or vent their anger.
- As a leader, you can prepare for this stage by considering the impacts and objections that
people may have; use the tables on pages 2 and 4 to gain insight into how the different
energies might respond.
- Address these factors with clear communication and support, actively seek to overcome
potential blockers, and actively listen to how people are reacting.
- Consider providing a forum for people to express themselves and to find reassurance.
- Stage 3: Acceptance. As an organization, you’ve turned the corner back to productivity.
- Individually, people will want to discover how the changes affect them personally. Again,
use the tables on pages 2 and 4 to communicate effectively to each energy.
- Understand that this stage is essential for learning and acceptance, and this takes time
and support. People won’t return to 100 percent productivity yet, so build in contingency
time for people to learn and discover what the change means for them personally.
- Stage 4: Commitment. Finally, people are embracing the change and returning to efficiency
and to productivity. Don’t forget to celebrate success with everyone.
- Target your communication accordingly using learning preferences. Use the table on page 4 for
communication tips specific to each energy’s preferences.
- When communicating with an individual:
- Review his or her Learning Preferences content for specific insights into this person.
- Review Leading 1:1 between you and the individual; this contains targeted advice to you.
- Craft your communication specifically to target the person’s unique learning preferences.
- When communicating with a smaller group or team:
- Create a Learning Chart to determine the group’s energetic footprint.
- Target the one or two energies represented by the majority; however, consider all
energies. For example, you may craft a brief email targeted to Execute and Excite energies,
but include attachments with more background for Explore and more details for Examine.
- When communicating with a larger group or the whole organization:
- Understand that the learning preferences for each of the four Energies will be
represented by various people across the organization. As much as possible,
accommodate all Energies without alienating any of them.
Influencing Others to Change