Who Killed Change?: Solving the Mystery of Leading People Through Change

KEN BLANCHARD

bestselling author of

The One Minute Manager

who   killed   change?

solving the

mystery of leading people

through change

with

JOHN BRITT PAT ZIGARMI JUDD HOEKSTRA

In loving memory of

Alice Britt Caldwell

1943-2007

and

Gerald A. Embry

1941-2008

Contents

Chapter 1 - Scene of the Crime

Chapter 2 - Suspect #1: Culture

Chapter 3 - Suspect #2: Commitment

Chapter 4 -

Reflections on Culture and Commitment

Chapter 5 - Suspect #3: Sponsorship

Chapter 6 - Suspect #4: Change Leadership Team

Chapter 7 - Suspect #5: Communication

Chapter 8 -

Reflections on Sponsorship, Change Leadership Team and Communication

Chapter 9 - Suspect #6: Urgency

Chapter 10 - Suspect #7: Vision

Chapter 11 -

Reflections on Urgency and Vision

Chapter 12 - Suspect #8: Plan

Chapter 13 - Suspect #9: Budget

Chapter 14 - A Vision of Death

Chapter 15 - Suspect #10: Trainer

Chapter 16 - Suspect #11: Incentive

Chapter 17 -

Reflections on Plan, Budget, Trainer and Incentive

Chapter 18 - Suspect #12: Performance Management

Chapter 19 - Suspect #13: Accountability

Chapter 20 - Super Cops and Stakeholders

Chapter 21 - The Autopsy Report

Chapter 22 - Murderer Announced: Invitation Only

Chapter 23 - Change Lives!

Chapter 24 - Helping Change Thrive in Your Organization

Resources

About the Authors

Also by Ken Blanchard

Copyright

About the Publisher

Scene of the Crime

AGENT Mike McNally’s dark sedan skidded up to the front door of the ACME organization under a stormy night sky. The single blue light rotating on the hood contrasted eerily with the distant flashes of lightning. McNally got out of his car, brushed the ashes from his overcoat and took a last drag on his cheap cigar.

This was his third homicide case this month, all with the same last name—Change. In fact, the investigation of Change fatalities had become his life’s work. A clear pattern to the deaths had emerged over the years. Change would be introduced to an organization with varying degrees of reception. From all appearances Change would begin to integrate into the organization and then, without warning, Change would be found dead, quite often with no apparent injury. The evidence was always scant and a sole perpetrator had never been identified.

This time McNally was determined to catch the killer. He extinguished his cigar, took his notebook from his pocket and slowly walked toward the door.

McNally slipped under the yellow Do Not Cross police tape and walked into the conference room. The room buzzed with activity. A photographer was taking pictures of the deceased from different angles, and people in groups of two and three were giving their opinions on what had happened. At the far end of the room, Change’s body was slumped over the conference table. Just out of reach of his right hand was an overturned glass. The table was still wet from the spill.

A man unknown to McNally came up to him and handed him a folded note. “The medical examiner asked me to give this to you,” he said.

McNally unfolded the note and read:

 probably a homicide

 poisoning is the most likely cause of death

 death was most likely between 7 and 9 a.m. today

 more after the autopsy

McNally cleared the room, closed the door and began his investigation of the crime scene. When he emerged an hour later, a woman was waiting for him outside the door.

“My name is Anna,” she said. “I’ll be your assistant. I’ve been told to take care of whatever you need.”

McNally knew who the primary suspects were. He had done this many times before. The usual suspects were always the same. He opened his notebook and looked at the list he’d prepared:

1 Culture—defines the predominant attitudes, beliefs and behavior patterns that characterize the organization

2 Commitment—builds a person’s motivation and confidence to engage in the new behaviors required by the Change

3 Sponsorship—a senior leader who has the formal authority to deploy resources (e.g., time, money and people) toward the initiation, implementation and sustainability of the Change; ultimately responsible for the success of the Change

4 Change Leadership Team—actively leads the Change into the organization by speaking with one voice and resolving the concerns of those being asked to change</p