Get Comfortable Taking Risks

Is bravery at the top of your leaders' qualities list?

Summary
Transcript

Kat Cole, COO and President, North America at FOCUS Brands, shares valuable insights on training and development during change management . In this video, Kat talks about five essential elements that assist with training others : awareness, desire, knowledge, ability and results.

These five elements create the acronym ADKAR and this strategy was created by change management pioneer, John Kotter. ADKAR has a long-standing reputation in the change management industry. Kotter’s approach asks the following five questions when change management initiatives are undertaken:

1) What is the awareness that is present of the need for the change?

2) What is the desire that is present for the change?

3) What is the knowledge needed to implement the change?

4) What is our current ability to execute the change?

5) What are the rewards and results and returns that someone should expect by executing the change?

Kat explains that these questions are the natural psychological approach to how individuals react when change occurs in a business organization. Whether big or small, changes in business occur constantly. Having a formula that asks a team’s most fundamental concerns when change is implemented can help leaders train and develop others to approach risks with confidence.

Discover how to get comfortable taking risks and help individuals answer the most common questions during organizational changes such as, “Why are we doing this?” by answering these questions for those in your organization. Watch this and other videos on training and development on Leadercast today!

One of the -- I would just call it universal platforms -- of implementing change and change management that is critical to training and development during a change is this model that I found a long time ago from a guy named John Kotter, one of the experts on change, and it's ADKAR. It's an acronym, A-D-K-A-R, and you basically take all the information that you have about the change and you lay out the details along the acronym. So first what is the awareness that's present of the need for the change? Next is what is the desire that's present for the change, what's the knowledge needed to implement the change, what's our current ability to execute the change, and then what are the rewards and results and returns that someone should expect by executing the change.

The reason that formulaic approach really works is because it actually follows someone's psychological reaction to any change. When you hear something new or that's different or maybe a little scary, you first think why are we doing this, which is why you need to address what is the need, why are we doing the change. Then it's what's in it for me or how does it affect me, that's why you have to address the level of desire for the change. Then it's, do we even know what we're doing, how are we going to do it. That's why knowledge is important.

Then people get to, and this happens in seconds, their mind going through this order. "We can't do that." So that's why ability and sometimes what you're saying is we recognize that we currently don't have the resources to do this but if you address all these things in that sequence proactively in communication, in the structure of your training, you literally minimize the amount of distraction that people typically experience when going through a change so they can absorb the learning that they need and can be more of the collaborative architects and the implementers of change.
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Kat Cole

Kat Cole’s twitter handle reads “Connected-Creative-Conscious-Community building Capitalist, Biz Advisor, MBA, Coffee-loving Chronic Learner” – this not only describes her as a person, it describes the philosophies she applies to busi...

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