Soldiers, Champions, Rebels, Saboteurs

Who is in your team?

11 July 2019, Sales in Action Conference, Athens

Polydefkis Loukopoulos

‘Change? Why do we need change? Things are quite bad enough as they are’

Lord Salisbury, 19th century British Prime Minister

The problem

75% of all change initiatives fail

Leading Change

A B

Leading Change

A B

C

D

Leading Change

A BLeading Change

Strategy Operations

C-level

Middle managers

Frontline employees

Middle Managers

What I will share today

A management tool to manage better the change process

To understand better

To diagnose

To anticipate

To act upon

To lead better

The Soldiers

The Soldiers

Implementing

JUSTIFYING

(the changes to others)

DIRECTING

(how to implement the

changes)

SUPPORTING

(others during

implementation)

DISCIPLINING

(others when deviations

occur)

Willingness to implementOwnership of implementation

The Champions

The Champions

FRAMING

(the issues)

FORMING

(the answers)

DEBATING

(on the solutions)

CULTIVATING

(the upcoming change)

Convergent

Shaping

Willingness to changeOwnership of changes

The Rebels

The Rebels

DEVALUEATING

(the proposed changes)

OPPOSING

(the changes)

PROJECTING

(in the future)

ANCHORING

(in the past)

Divergent

Shaping

Unwillingness to changeEfforts to stop or modify changes

The Saboteurs

The Saboteurs

COMPLICATING

(others during

implementation)

DISTRACTING

(others during

implementation)

ALARMING

(others on implementation

issues)

SILENCING

(during implementation)

Hindering

Unwillingness to implementEfforts to delay or minimize changes

DEVALUEATING

(the proposed changes)

OPPOSING

(the changes)

PROJECTING

(in the future)

ANCHORING

(in the past)

COMPLICATING

(others during

implementation)

DISTRACTING

(others during

implementation)

ALARMING

(others on implementation

issues)

SILENCING

(during implementation)

FRAMING

(the issues)

FORMING

(the answers)

DEBATING

(on the solutions)

CULTIVATING

(the upcoming change)

Implementing

JUSTIFYING

(the changes to others)

DIRECTING

(how to implement the

changes)

SUPPORTING

(others during

implementation)

DISCIPLINING

(others when deviations

occur)

Divergent

Shaping

Convergent

Shaping

Hindering

Willingness to changeOwnership of changes

Willingness to implementOwnership of implementation

Unwillingness to changeEfforts to stop or modify changes

Unwillingness to implementEfforts to delay or minimize changes

The 4 roles

The management tool

The takeaway

A management tool to manage better the change process

To understand better

To diagnose

To anticipate

To act upon

To lead better