Change Managment Toolkit for Volunteer Leaders

Never believe that a few caring people can’t change the world. For, indeed, that’s all who ever have.

- Margaret Mead

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Dear Valued Volunteer Leader,

We appreciate your time and interest in learning more about change management and the important influential role you have as a leader. Change management focuses on how people and organizations navigate change. It uses a structured approach – including tools and processes – so organizations can change quickly, mitigate risk, and refocus their efforts with minimal disruption internally and externally.

We’ve designed this toolkit for you, as a volunteer who leads and works in partnership with other volunteers. It provides an overview of change leadership as well as self-awareness exercises and resources to help you address common change management situations.

We hope this toolkit is one of many resources that will help empower and equip you to lead through change.

Thank you for your leadership and partnership, which make a difference every day to accomplishing our vision of a world free from the pain and suffering of cancer.

Sincerely,

Your American Cancer Society

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Table of ContentsIntroduction ........................................................................................................................................................ 2

Understanding Change Leadership and Change Management Tools .............................................. 2

Roles of a Volunteer Leader During Change........................................................................................... 4

Section 1: Self-awareness ................................................................................................................................ 6

Tool #1: The Iceberg Model – Individual Reactions to Change ........................................................... 6

Tool #2: Changing to Thrive Models ...................................................................................................... 8

Tool #3: Organizational Change Model ................................................................................................. 10

Tool #4: How to Move Through Stages of Change – Decisional Balance ....................................... 11

Tool #5: Change Management Self-assessment ................................................................................. 12

Section 2: Working with Volunteers ............................................................................................................. 13

Communication: Key Questions ............................................................................................................ 13

Communication: The AIR Model ........................................................................................................... 14

Specific Situations: Effectively Communicating Through Personal Resistance ................................................................................................................. 16

Specific Situations: Rumors and Misinformation ............................................................................... 18

Specific Situations: Highly Resistant or Negative Volunteer ........................................................... 20

Specific Situations: Engaging and Retaining Other Volunteers ..................................................... 22

Specific Situations: Recognizing Positive Change Agent Volunteers ............................................ 24

Additional Resources and Tools ................................................................................................................... 26

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Introduction

Understanding Change Leadership and Change Management Tools

An effective change leader who works with others...

• Approaches change as a process rather than as an event, knows that people’s heads can sometimes move through change faster than their hearts, and knows that mixed signals and contradictory feelings are common

• Pursues important changes with a sense of urgency, when necessary pushes people past their comfort zone to reach realization, and assumes that risk and conflict are necessary elements to achieving success

• Is clear and unequivocal about guarding change, and doesn’t approve “workarounds” that might compete for mindshare or resources required by change priorities

• Has a quick, thoughtful, and decisive manner when making decisions, responds quickly to events/circumstances, and bases assessment of situations on input from others as well as on own experience and intuition

• Uses recognition or action appropriately, and quickly and consistently responds to the adoption of change behaviors with situation-specific feedback coupled with recognition to encourage desired behaviors and discourage disruptive ones

• Takes ownership of the relationship, takes responsibility for communicating changes to others, and works through difficult and escalated situations by proactively gathering the information, resources, and tools needed

Change is the only constant in life.

- Heraclitus

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You can be the change agent for your own life – at work and at home.

Why should I use change management tools?

• To learn where you excel and where you could develop as a change leader

• To develop goals and an action plan to increase your change leadership skills

• To initiate conversations with your volunteer peers, leadership, or staff partners on how to manage volunteer dynamics and behaviors

• To understand how your behavior can influence the acceptance of change

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Roles of a Volunteer Leader During Change

Why should I think about my role as a change leader?

• For self-awareness about your volunteer leadership role• To be proactive in creating the environment you need to help accomplish our mission• To reflect on how your leadership influences understanding and acceptance of change

A volunteer leader during change …

• Creates a safe environment for open conversation » Invites and encourages questions, thoughts, and concerns

» Listens to others respectfully and without judgment

» Acknowledges and appreciates risks taken by volunteers and staff partners

» Ensures that no repercussions occur for open conversation and expressions of doubt by keeping confidences with individuals, answering questions honestly, and following up with more information when possible

• Demonstrates the willingness to make and carry out unpopular decisions, and actively communicates with staff and volunteer partners

» Proactively seeks out information about the change

» Listens to and values different perspectives

» Knows their role during major change is not to make people happy but to help them succeed despite their discomfort

• Communicates directly » Ensures people understand that surfacing obstacles and addressing risks are inherent to successfully managing change

» Instills and encourages a culture where problems that are surfaced and mitigated early are seen as wins

• Is supportive of volunteers in helping them see the benefit the change will have on reaching our mission and still requests high commitment at all times

» Does not allow personal loyalty to others to supersede the need for sustained commitment to the success of the change

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Questions to ask yourself 1. Which actions or behaviors would help you lead other volunteers through the change?

2. What level of engagement and conversation are you experiencing now?

3. Is there action you can take to increase the level of engagement with others?

4. Which roles or behaviors can help you uncover passive versus active resistance?

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Section 1: Self-awareness

Tool #1: The Iceberg Model – Individual Reactions to Change

Why use this model? The iceberg below represents the overt (visible) influencers as well as the covert (semi-conscious or unconscious) influencers that guide how we experience change. Individuals and organizations typically pay attention to the observable or structural aspects because they are, like the tip of an iceberg, what you can easily see. We do not typically pay much attention to the deeper influencers that, like an iceberg, are larger and more dangerous than we recognize. These influencers can often sink change efforts completely, or at the very least make successful change slower and more difficult.

Above the surface: StructuralWhat I see, hear, and touch

What I am unsure about

What I am not ready to accept

Beneath the surface: NebulousSemi-conscious influencers: Motivations and beliefs about

change and its repercussions

(e.g., previous experience with

change, desire for personal or

professional success)

Unconscious influencers: Deeply rooted values,

beliefs, and assumptions;

buried thought processes

• Behaviors• Words• Customs• Systems/processes

VISIBLE 10%Conscious Awareness

INVISIBLE 90%Out of Conscious Awareness

• Beliefs• Values• Assumptions• Thought processes

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Questions for reflection1. What strikes you as interesting about this model? What resonates with your past experiences

with change?

2. What are some of the structural/overt things that we focus on? What are the benefits and drawbacks of that?

3. What invisible influencers might exist for you or other volunteers?

4. What semi-conscious or unconscious influencers might you not have thought about before?

5. What can you personally learn from examining those influencers?

6. How can you use this to help you lead other volunteers more effectively?

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Tool #2: Changing to Thrive Models

Why use these models? Understanding the phases organizations go through and repeat in order to be relevant and sustainable is essential to being a good change leader.

TIME

MATURE

INNOVATE

GROW

DECLINE

START You must innovate to thrive in the future

You enter a steady state,but value starts to diminish

WE MUST CHANGE TO THRIVE

INN

OVA

TIO

N

CONTINUALLY ANTICIPATE WHAT’S NEXTERA

VENTURE

INN

OVA

TIO

N

TIME

ERAERA ERA

Thrive1. to prosper; be fortunate or successful

2. to grow or develop vigorously; flourish

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Awareness – Individuals become aware of the change and vision of the future is introduced.

Understanding – Individuals can explain the impact of the change on themselves and on the organization.

Acceptance and Buy-in – Individuals have a positive attitude regarding the change and can “see themselves” in the new state. They begin to feel accountable for making it happen.

Ownership – Individuals champion the change, taking accountability and ownership for the success of the transformation.

Questions1. Where do you think ACS is on the thriving and innovation curve?

2. What do you think about the focus on continual change?

3. What do you think other volunteers think about the idea of continuous change?

4. What can you do that will help us as an organization move toward the upper-right of the commitment curve?

COMMITMENT CURVE

AWARENESS (1)

UNDERSTANDING (2)

ACCEPTANCE (3)

BUY-IN (4)

OWNERSHIP (5)

LEVE

LS O

F CO

MM

ITM

ENT

TIME

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Tool #3: Organizational Change Model

Why use this model? The red curve on the model below represents the typical ups and downs that organizations experience during the course of major change. This model illustrates the complexity and phases that are natural and expected during any large-scale change.

Questions1. Where do you think ACS is on this curve?

2. Where do you think other volunteers think ACS is on this curve?

3. Do your peers feel the same way? Why or why not?

4. What do you think about the timeline depicted at the bottom? (Is it what you expected? Surprising? Why?)

5. What can you do that will help us as an organization move toward the upper-right of the curve?

6. So what (i.e., what difference will it make if we do not move further toward the upper-right of the curve)?

OPT

IMIS

MPE

SSIM

ISM

TIMEfirst weeks or months up to 2 years

Uninformedenthusiasm

Brass band &fireworks

This is hard,taking time

Results aren’t visible

Existing businesssuffering

Start to seepay off

Dark nightof change

It really works

Maybe not a bad idea

Is it worth it?

REPRESENTATIVE TIMELINE OF PHASES DURING A MAJOR SYSTEMIC CHANGE

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MOTIVATORS Why we should change

INVISIBLE BARRIERS that prevent us from changing

Tool #4: How to Move Through Stages of Change – Decisional Balance

Why use this exercise? Good things happen when we change. Bad things happen if we don’t change.

With the best intentions and positivity in mind, those “good things” are what we normally focus on, rather than spending time on examining known barriers to change. What we don’t tend to talk about very often are the invisible barriers to change – but until we bring them to light, we can’t address them.

In this model people move themselves through the stages of change by identifying personal motivations and barriers to help their awareness of why they want (or don’t want) to change.

When to use it? This tool is an excellent way to follow up and dig deeper after the iceberg model exercise. Both can be used on an individual basis or as a group exercise, where they are valuable to open communication and to hear different perspectives.

NOTE: This is not about trying to get to people to see just the positive aspects of change. If they perceive more “bad things” than “good things,” it helps to focus on strategies to handle the ”bad,” especially if there is no alternative to change.

What good things will happen if we change?

What bad things will happen if we don’t change?

What bad things will happen

if we change?

What are good reasons

not to change?

Identify and prioritize. Go through each question and capture as many answers as are important to you. Prioritize them however is most meaningful.

Analyze. Examine the results, and ask: What’s the reality with each of these barriers? Motivators? What’s not true about each of

these? What might I not be seeing? What have I heard from others that adjusts my perspective?

Consider Solutions. Think through your options. Where do you have control with any of the barriers? What could be done to mitigate those (real) consequences? What might happen if there were other results than we’re expecting?

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Tool #5: Change Management Self-assessment

Why use this assessment? You may manage varying amounts of organizational change during your career or volunteer work. This is a chance for you to assess your ability and determine opportunities to grow.

RATE YOURSELF All the time Mostly Not often Not at all

Do I listen actively and speak authentically?

Do I regularly use change management tools and strategies?

Do I frequently check in with the volunteers I work with (face to face, virtually, or by phone)?

Do I look for opportunities to recognize the work of other volunteers?

Do I check in with volunteers after change announcements/updates?

Do I manage by coaching, whenever possible?

Do I listen for feelings as much as for process?

SEEK INFORMATION FEEDBACK

How can I get honest, straightforward feedback from others (e.g., volunteers, peers, staff partners)?

MAKE A PLAN GOAL

What is one thing I can do differently to become a better change leader?

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Section 2: Working with Volunteers

Communication: Key Questions

When to use key questions

• In a one-on-one or team meeting after information is shared • As a routine part of conversation in informal as well as formal settings• Any and all the time

NOTE: Listening carefully to responses, solving problems together, and giving volunteers the safety needed to share their concerns is a crucial aspect of asking good questions.

Why should I use key questions?

• To gain understanding of potential road blocks or anxiety and to gauge level of commitment and buy-in • To increase your awareness of the volunteer’s understanding of information shared• To identify active and passive resistance or acceptance and assess how you can respond

Questions to ask1. What do you know?2. What is your understanding about the information shared about the change?3. What are you hearing from others?4. What is good about this change? What are the potential benefits?5. What are you most concerned about? 6. What’s going to be the hardest part of this change for us/you?7. What aren’t we thinking about that we should?8. What actions could we take that we may be avoiding?9. What short-term breakthroughs could we make to move us forward?10. What support, assistance, or information do you need from me? From the staff partner?

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Communication: The AIR Model

Why use this technique? While having answers is part of the volunteer leader’s role, when there are not any, an effective way to help volunteers is to listen to their concerns while looking for the root cause. Feeling heard and understood can relieve significant pressure. The AIR model removes pressure, places accountability for solutions where it belongs, and maintains the relationship.

When to use it? Any time you are faced with a question or concern related to change or the unknown.

ACKNOWLEDGE

• Tell the person what you think you heard them say. Continue to clarify until you are both on the same page.

• Be clear, genuine, and honest.

• Take your time.

INVESTIGATE

• Identify the main issue by asking questions. Don’t make assumptions.

• Encourage the volunteer to talk about their feelings, values, fears, and concerns.

• Respond empathetically. Listen more than you talk.

• Isolate each concern and address individually. Help them find solutions and don’t offer advice unless asked.

REINFORCE

• Ask permission to reinforce the positive aspects of change.

• Explain, if permission is granted.

• Use clear explanations.

• Work to maintain the relationship, build trust, and increase your influence. You can’t prevent someone from moving on and it could be the right step for that volunteer. What you can do is ensure that a lack of information or feeling undervalued is not the reason they leave.

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To coach, you only need to be an expert in listening and asking questions.

Being curious about another’s perspective is the greatest gift you can give them.

It’s OK to say you don’t know when you don’t.

Trusting someone to find their own solutions shows respect.

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Specific Situations: Effectively Communicating Through Personal Resistance

Not understanding or agreeing with change can be challenging and cause conflicting emotions. Yet, you are expected to share change information with other volunteers. Getting beyond personal resistance and hearing different perspectives can help.

First, recognize your self-awareness as an asset! Acknowledge your feelings and emotions and the influence your reaction can have on others.

For you

1. Use Tool # 3 (Decisional Balance Exercise) to assess as objectively as possible the causes for your resistance, and to identify what you might be able to do to move forward.

2. If your responses seem primarily emotional, use the questions from Tool #1 (Iceberg Model) to help you surface subconscious influencers that could be causing your reaction.

3. If you have doubts and concerns based on a lack of confidence in the changes, meet with your staff partner or volunteer leadership to obtain additional information, seek alignment, or get a new perspective.

4. Talk to a trusted friend or advisor and gain a different perspective.

5. Find someone who you know sees the changes very differently. Listen for their perspective to see other points of view.

These suggestions are not intended to create an artificial enthusiasm about change, but rather to help you understand and manage your personal reactions so that you are able to lead others.

When you communicate with other volunteers

1. Be transparent in your communication with others when you communicate the change.

2. Focus on opening and maintaining clear channels of communication so they understand what is coming and what it means to them. They will appreciate you for it.

3. If the volunteer is uncomfortable with the changes, be open and share the steps you took to understand your own initial reactions and what you did to move forward.

4. Talk together about how the changes might affect the way you work – processes, being flexible, etc. What aspects of the work can provide an anchor to help you stay focused and offer grounding during the changes?

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Think about ...• What does the quote above mean to you? What internal processes are keeping you stuck?

• Reflect on your personal core values and mission. What level do my concerns about the change reach? Are they deep and philosophical or more operational?

• What do you need to do to maintain personal integrity?

Questions to ask yourself 1. What aspects of dealing with this change do I control? How can I leverage that control?

2. Where might other volunteers’ attitude toward this change be coming from that I haven’t considered?

3. What support system and trusted advisors can I count on so that I can stay centered?

4. What roles and behaviors can I model and maintain my authenticity and integrity?

Change is a threat when done to me, but an opportunity when done by me.

- Rosabeth Moss Kanter

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Specific Situations: Rumors and Misinformation

During any change, we all hear rumors that are often partly or entirely inaccurate. Sometimes the most pervasive rumors – ones that create the most concern – are those which have some kernel of truth.

Rumors grow because people like to be “in the know.” When much is unknown, people guess to fill in the blanks. Often their best guesses are based on their own concerns about the changes and a feeling of powerlessness. Here we offer several methods to prevent and manage rumors:

Preventing rumors

1. Keep people informed. When volunteers are informed, they don’t need to guess. Encourage open conversation with other volunteers and staff partners. It is important to air and address rumors so they don’t spread.

2. Be open and honest. When you can’t reveal all of the information about a situation or event, be up front about it. People know they are not being told the whole story. Stop rumors from starting by explaining that you will provide more information when you have the details.

3. Encourage everyone to focus on saying and doing things that add value and just leave out the rest. Model this behavior yourself.

4. Before making a public comment ask these four questions:

• Will this comment help ACS?

• Will this comment help our volunteers?

• Will this comment help the person that I am talking to?

• Will this comment help the person that I am talking about?

If the answers are “no,” then don’t say it.

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Managing rumors

1. Deal with rumors immediately. They can change and grow far beyond the small bit of truth that caused them to start. When you hear of a rumor, talk to the people involved. If needed, hold a meeting to address it, and communicate the truth. If you can’t provide all of the details, be honest and explain how rumors and gossip can harm the organization’s efforts.

2. Don’t retaliate against people if they are repeating common rumors. Deal with the misinformation; don’t “shoot the messenger.”

3. Set a good example. When you hear a story from someone other than a direct source, ask questions. Do what you can to find the truth. Talk to your staff partner about what you heard. This keeps the lines of communication open between different channels, and it helps stop rumors.

4. Watch for patterns. If a certain type of rumor continues to spread, this may mean you need to provide more information or more regular updates. If a particular person seems to start or spread rumors, address the situation directly. Rumors affect morale and productivity, so deal with them directly.

5. Regularly audit your own rumor behavior and encourage others to do the same. Think about what you might have done over the past to spread rumors. Ask yourself why you participated.

Words have weight; something once said cannot be unsaid. Meaning is like a stone dropped into a pool; the ripples will spread

and you cannot know what back they wash against.

- Philippa Gregory, The Constant Princess

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Specific Situations: Highly Resistant or Negative Volunteer

If a volunteer is resistant and clearly struggling with change or they are passively resistant to changes that are made (e.g., agreeing in a conversation, and then not demonstrating the agreed upon changes, trying to work around the new change) try these suggestions:

• Set up a one-on-one meeting to gain a better understanding of their perspective and concerns.

• Acknowledge and normalize their feelings to let them know you hear them and what they are feeling is a natural part of change.

• Use the Iceberg – Individual Reactions to Change model to help them examine what conscious or subconscious influencers may be affecting their behavior. Listen and look as they are talking. What are their tone and body language telling you? What are they not saying?

• Why not? Think about what additional information or clarification is needed to help the volunteer move through the change.

• If you and they decide to make changes, ensure that you have identified specific next steps and time frames to accomplish them.

• Schedule additional one-on-one time or check-ins to keep the volunteer engaged and to create a climate of transparency and trust.

• Ask yourself and the volunteer: What skills or training might they need to be successful? What barriers might they need you to remove in order to be successful? What additional information do they need?

• Strategize with your staff partner on how to handle difficult volunteer situations.

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Might sound like ...

“It’s natural to have questions and concerns with a change. What are the biggest concerns or questions for you?”

“When you do [negative behavior] (e.g., roll your eyes, stay silent, become sarcastic), but you don’t verbally express what you are frustrated about, I am not sure how to react,

and I notice that other volunteers appear uncomfortable, too. What are you thinking that you’re not saying out loud?”

“I notice that you verbally agree to decisions in meetings, but then I see actions such as [give specific examples of what you have observed here],

and I am not convinced that you are on board. What am I missing?”

Think about ...It’s important not to enter these conversations with the intent of changing someone’s thinking or “fixing” them. (You would be unlikely to help the situation!) Your role here is to encourage communication and introduce new perspectives.

• What is it you really want from this conversation? From the individual?

• What impact is their action having on their and the American Cancer Society’s work?

• What atmosphere or climate might the individual be experiencing? Why? (Try to put yourself in their shoes.)

• If you are looking for different behaviors from them, how can you best describe those behaviors? How might you make it easier for them to exhibit the desired behaviors?

• Notice that all the questions and examples given here are neutral and non-judgmental. They are designed to lower the emotion level and gather more information.

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Specific Situations: Engaging and Retaining Other Volunteers

Often volunteers who have been highly successful in former systems might feel they have the most to lose from changes, which can bring uncertainty. They also are more likely to have options to move on. You can’t always prevent them from moving on, and it could be the right step for that volunteer. What you can do is ensure that a lack of information or feeling undervalued is not the reason they leave.

• Don’t assume all volunteers are bothered about the changes that we are undergoing.

• Don’t try to sell volunteers on changes – share information and let them make up their own minds. Keep your commitments for additional information, tasks, and check-ins.

• Look for ways to broaden their perspectives on the organization and get them visibility on a broader scale.

• Explore and seek ways to share leadership responsibility with others; engage other volunteers as you make plans, and handle difficult situations as appropriate.

• Seek to understand their perspective and consider these questions:

» Are they excited about their volunteer work?

» Do they feel they have the opportunity to improve their skills?

» Do they feel they have a promising future for themselves?

» Are they satisfied with the recognition they are receiving?

» What opportunities could you involve them in that they would appreciate and enjoy?

» Is there a different volunteer role that they would be interested in?

• If they have already decided to leave, be supportive and help them leave feeling empowered and valued by acknowledging their contributions, talents, and skills.

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Think about ...• Find out what matters most to them (e.g., flexibility, career growth, leadership role).

• Communicate and listen more than you think you need to.

• Be realistic about people’s anxieties and frustrations.

• Recognize that involvement provides value.

• Think about existing resources that provide learning opportunities or new volunteer roles.

• This change may be an opportunity for a volunteer to transition into a new role.

Questions to ask yourself 1. Am I keeping my ear to the ground and listening for what is not being said?

2. Do volunteers feel they can talk to me openly about any concerns they have?

3. Have I been giving supportive feedback?

4. Are there projects or opportunities during these changes that may be appropriate for this volunteer?

5. Do they have the freedom to present new ideas and feedback?

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Specific Situations: Recognizing Positive Change Agent Volunteers

A vital part of successful change efforts is to recognize volunteers for being positive change agents. Recognition from a volunteer leader can have far-reaching impact. Try these suggestions to ensure others feel recognized and valued.

Remember that some of the best forms of recognition cost little to nothing – verbal and written praise, public praise, symbolic gestures by volunteer or staff partners, etc. There is absolutely no reason not to do more of these activities in a timely, sincere, and personal way!

Recognize them.

• Recognize real contributions; when someone does something exceptional, let them know.

• Don’t give kudos just for the sake of saying something. Be specific and honest about what you are recognizing and how it makes an impact.

• Recognize what you have observed as a regular part of your conversations.

• Highlight positive practices and behavior changes that are helping the organization be successful during the change.

• Engage them as you make plans, partner with other volunteers, and handle difficult situations.

• Invite and encourage your colleagues and other volunteers to highlight people they would like to acknowledge as well, so that it becomes the norm to appreciate good work.

• Make it fun! Create a pass-around award that can be handed around by any volunteer.

• Look at volunteer team performance; don’t focus solely on individual contributions, but also note how team efforts contributed to overall success.

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Demonstrate that you value them.

• Allow open expression let – people feel free and safe to express their opinions, even if they are not consistent with leadership views.

• Explain rather than tell – avoid dictating change and process to other volunteers; let them understand the reasons behind the change.

• Talk to them – increase your visibility and conversations with volunteers; help people feel that they are more than just a cog in the machine.

• Encourage initiative and risk taking – when a volunteer tries something new or takes charge of something, encourage him/her and provide support.

• Encourage involvement – actively solicit people’s thoughts.

Think about ...• Been there, done that? Get some different perspectives on why things aren’t working.

• Variety is the spice of life. What new things could you try to energize and recognize hardworking change agents?

• What symbolic gestures might make a volunteer feel valued for their efforts during change?

• Are you always recognizing the same volunteers? Small changes in behavior in those who have been resistant are worth recognizing too.

Might sound like ...

“Thanks for speaking up today when we had that challenging discussion about _______ changes. Having you talk about your experiences and

how they were productive has helped others see a different perspective.”

“Thanks for sharing how you see this change differently – it opened up a great discussion with the group.”

Additional Resources and Tools

Ask others:• Consult with American Cancer Society leadership volunteers and your staff partner.

Find information:• American Cancer Society leadership updates

Develop and learn more:• Volunteer Learning Center

» Change Management resources Navigate to volunteerlearning.cancer.org; Click Log in (upper-right corner) or Create Account to gain access; Click Find Courses from the navigation tabs; Click Change Management course category.

» Courses on Volunteer Staff Partnership Navigate to volunteerlearning.cancer.org; Click Log in (upper-right corner) or Create Account to gain access; Click Find Courses from the navigation tabs; Click Volunteer Staff Partnership course category.

External Resources:Books• Influencer: The New Science of Leading Change by Joseph Greeny• Switch: How to Change Things When Change is Hard by Chip Heath

Articles & Videos (Hyperlinks embedded)• 6 Key Steps for Career Resilience, Forbes• Coping with Stress: Workplace Tips, Mayo Clinic• Changing Change Management, by Boris Ewenstein, Wesley Smith and Ashvin Sologar • The Backwards Brain Bicycle - Smarter Every Day• Leadership From a Dancing Guy

©2017, American Cancer Society, Inc. No.041066 Models used for illustrative purposes only.

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