Jennifer Selby Long

But what happens to someone who for 10 years has been spending most of their time, maybe not real happily, but spending most of their time just getting those numbers accurate? And now suddenly you are telling them that within a matter of months, those leaders are going to be able to press a button and see the data that you used to have put together for them.

But what happens to someone who for 10 years has been spending most of their time, maybe not real happily, but spending most of their time just getting those numbers accurate? And now suddenly you are telling them that within a matter of months, those leaders are going to be able to press a button and see the data that you used to have put together for them.

And they are now going to turn to you and say, what should I do? Or what happens when the leader doesn't turn to them and say, what should I do? Now, suddenly it's a new identity and they're recognizing they have to earn it. They have to earn that credibility as something more than a master Excel jockey. And that is terrifying. That's terrifying. That's a whole new set of skills.

And they are now going to turn to you and say, what should I do? Or what happens when the leader doesn't turn to them and say, what should I do? Now, suddenly it's a new identity and they're recognizing they have to earn it. They have to earn that credibility as something more than a master Excel jockey. And that is terrifying. That's terrifying. That's a whole new set of skills.

They're going to have to learn how to convert that data into a story. They're going to have to learn how to influence. They're going to have to learn how to read that person and speak in their language. It's terrifying. It's terrifying. And so really recognizing that people are going to come out of this change with a new identity helps you as a leader

They're going to have to learn how to convert that data into a story. They're going to have to learn how to influence. They're going to have to learn how to read that person and speak in their language. It's terrifying. It's terrifying. And so really recognizing that people are going to come out of this change with a new identity helps you as a leader

to have that empathy on the path and to be able to really encourage and support them and put in place what they need to get there that you otherwise might not have recognized whether it's training and develop mentoring coaching whatever it may be that they're going to need i'm really glad you brought up the freeze unfreeze freeze model because that new identity in the last stage is the single most important part of that model

to have that empathy on the path and to be able to really encourage and support them and put in place what they need to get there that you otherwise might not have recognized whether it's training and develop mentoring coaching whatever it may be that they're going to need i'm really glad you brought up the freeze unfreeze freeze model because that new identity in the last stage is the single most important part of that model

The wind sometimes looks different at the end than we thought it would at the beginning. So I think absolutely it's fair to step back throughout the change and say, this is what we thought the wind would look like. Is this still true? Or have we come across new information and new learnings along the way that allow us to see what the wind looks like differently?

The wind sometimes looks different at the end than we thought it would at the beginning. So I think absolutely it's fair to step back throughout the change and say, this is what we thought the wind would look like. Is this still true? Or have we come across new information and new learnings along the way that allow us to see what the wind looks like differently?

So I think that's entirely valid because it might not look like you have a win yet, but maybe you do. Maybe it looks different than you think. Maybe what you have here is a small win along the way that you need to celebrate for the progress, even if they've not quite yet gotten to where you see that they could be in the long run. Because certainly when we look at those results,

So I think that's entirely valid because it might not look like you have a win yet, but maybe you do. Maybe it looks different than you think. Maybe what you have here is a small win along the way that you need to celebrate for the progress, even if they've not quite yet gotten to where you see that they could be in the long run. Because certainly when we look at those results,

Those key elements. As a leader, you're not doing change alone. Even if it's a personal change, I bet you have friends or family members that come along. And one of those foundations that you really need to attend to is celebrating the dickens out of wins that are so small that you wouldn't normally think to celebrate them.

Those key elements. As a leader, you're not doing change alone. Even if it's a personal change, I bet you have friends or family members that come along. And one of those foundations that you really need to attend to is celebrating the dickens out of wins that are so small that you wouldn't normally think to celebrate them.

Because this requires that you focus a lot more of your attention on what's working in the win, in, sorry, in the change versus focusing your attention on what's not working. And guess what? Those saboteurs are hardwired to focus on what's not working.

Because this requires that you focus a lot more of your attention on what's working in the win, in, sorry, in the change versus focusing your attention on what's not working. And guess what? Those saboteurs are hardwired to focus on what's not working.

But there is ample evidence that a great deal of attention on what's working and doing more of that is correlated with getting to that organizational outcome. And the classic sense, we're going to define those outcomes as, for example, a positive change in the stock price. But that's a really hard one for, say, an individual employee to connect to their business

But there is ample evidence that a great deal of attention on what's working and doing more of that is correlated with getting to that organizational outcome. And the classic sense, we're going to define those outcomes as, for example, a positive change in the stock price. But that's a really hard one for, say, an individual employee to connect to their business

progress through the change, isn't it? That's so big, right? One person out of hundreds or thousands saying the stock price moved after we were able to implement this large scale system, but it's hard to see the individual connection. So I think that also speaks to something that is so extraordinarily important, which is connecting your vision to their big whys, not yours, not the company's.

progress through the change, isn't it? That's so big, right? One person out of hundreds or thousands saying the stock price moved after we were able to implement this large scale system, but it's hard to see the individual connection. So I think that also speaks to something that is so extraordinarily important, which is connecting your vision to their big whys, not yours, not the company's.