Change Manifesto.

Successful change management relies on proven principles.

4tC: A partner to grow with


These are all the main principles we believe that guide, support and help people and organizations navigate change successfully. To all change enthusiasts out there, eager to achieve better organizational results, eager to be better, for and with people – this Manifesto is also for you.

When considering a change, it is important to be able to explain the why of the change. Why do we need this change, and why now? Without being able to clearly state there is a purpose or result to be aiming for, the change loses focus. Without focus the change is likely to drift, disengage people and ultimately not be delivered. When someone asks or even instructs a change to happen, if they cannot clearly state the why of the change it should not be undertaken as this is “change for change’s sake”.
As you plan and create a strategy for change, it is important to find ways to include people in the change. When people are included, then they build a relationship with the change and ultimately a desire for it to be successful. When they want to the change to succeed, the people engaged will advocate, support and demonstrate true agency for the success of the change being delivered.

When you include the people experiencing the change, they can also provide validation of approach, understanding of likely reactions and help the enablement be focused around the opportunities for success. They can act as bellwethers to the success of the change and inform on what is needed for it to be successful.
When explaining a change, it is important to reflect on what is changing – the process, the people, the technology or more. Defining it just by its end goal, will not indicate the journey or development needed to get there. The change can be multiple elements or a single element of change, but the amount of change can also indicate the effort needed to get there.
It is important to remember that successful change requires both the tasks and people side to be considered. You need to have the details for each and every task required clearly explained and understood, so that they can be executed upon. You also need to consider how the delivery of these tasks will impact the people involved and provide the expected or needed support, guidance and advice to navigate successfully.
Change enablement is methodology, model, and approach agnostic. It does not state that one approach is better than another but that the approach must be relevant to the circumstances. The change informs the development of change strategy to be relevant and effective to the circumstances.

Whatever approach decided upon, it must demonstrate clearly how the transition will take place and what that will involve. Dependencies and relationship needs should be included and sense check opportunities to ensure relevance throughout the journey.
When considering the responses to a change it is vital that we consider the whole range of possible reactions. Those that are positive and supportive of the change need to have activities to maintain that viewpoint. Those who are challenged, negative and less supportive will need to be engaged and encouraged, through a structured approach, to move to a space of greater support. It is important not to just focus on those that are resisting but to also reflect upon those that are neutral and positive, to maintain that presence.

Over the course of a change, it is likely that good change enablement activities will move stakeholders along the continuum of responses. Movement in alignment with expectations will reflect the efficacy of the change enablement activity.
When engaging with those experiencing the change, it is critical to deploy a broad range of engagement approaches that recognize both in person and virtual opportunities. The nature of the activity should embrace an inclusive culture and promote the opportunity for honest, open and transparent two-way discussion. There should also be space for connection and engagement with the change, how it is likely to affect the individual and what they should expect. This promotes a feeling of being part of the change and belonging in its successful result.
When we encourage others to build understanding, knowledge and competency about things that are new or different from before, we often build out educational support mechanisms. It is important that this does not rely on training alone but encompasses a broad base of learning opportunities to gain the required capability.

Training is just a part of the learning experience, self led activities and unstructured experiences may be part of the educational needs being fulfilled.
It is essential that all change has the support and sponsorship of leaders within and organization to facilitate its success and make the difficult decisions often required along the way. However, we not only expect them to demonstrate leadership behaviours but recognize that leadership is required for all change agents within the organization and those who enable the success of the change to take place. The leadership is demonstrated broadly through fairness, empowerment, enabling and inclusive cultures for all affected.
There is no purpose to undertaking a change if it doesn’t deliver something that improves upon the previous or enables the situation to avoid becoming challenged or damaged. Benefits are often defined by the financial rewards but may also include legal compliance, cost avoidance and other requirements that move the space into a better opportunity. This should always be defined by current circumstances and the value of the change to the situation at the time of activity and going forward.