Rasheen, eager to find out about Mike's meeting with his managers, meets him for lunch the next day. They grab their food, head to a table and Rasheen launches in.

Rasheen: So, Mike, how'd the meeting go?

Mike: Really good until the end.

Rasheen: Okay, hit me with the good stuff first.

Mike: We had a good discussion around the strategy value map. Everyone seemed to pretty quickly get the big picture and how it's going to benefit our clients and the company. And they all pretty much agreed this would be a worthwhile project if we achieved these benefits.

Rasheen: And?

Mike: Ah, that's where it got sticky. They were sceptical about the benefits for their teams and thought these were a bit fluffy or just exec-speak to sugar-coat the negative impacts. They wanted to zoom in on the details—like, really get into the weeds of how their day-to-day would change.

Rasheen: Makes sense. They're thinking about the questions their teams will ask them and how much time and energy this might chew up. What did you say?

Mike: That's just it, I'm still in the dark there. The business analysis team is still figuring out which processes will be impacted and how.

Rasheen: Gotcha. So they walked away with the big idea but are sweating the small stuff.

Mike: Exactly. They're all for the big 'why' but it's the 'how' and the impact on their teams that's got them antsy.

Rasheen: So, the problem is all about communication. There are lots of gaps and misunderstandings. Nobody sees the whole picture, all the risks and potential.

Mike: Yep. That’s pretty much it.

Rasheen: People hate uncertainty. Did you manage to throw them a lifeline somehow?

Mike: I promised them that once we know what's up for a change, we'll lay it all out. Until then, we're kinda in a holding pattern.

Rasheen: Sounds like they're in for a bit of a wait, huh?

Mike: That's my worry. In the meantime, the rumor mill could kick into overdrive, morale could dip, you know the drill.

Rasheen: Totally. It's tough to keep everyone on board when you're navigating through a fog. Maybe there's a way to keep communication lines open and address some of these concerns before the detailed plans are finalized?

Mike: Yeah, the reality is people need to accept that we don't have all the answers yet and not assume the worst and get all anxious. But there's no point just telling my managers that. I need to figure out a way to keep the trust up and the info flowing, while the full picture's still coming into focus.

Rasheen: Well, it's definitely a tricky spot to be in. What if I check with my brother-in-law again? I am pretty sure they had a lot of uncertainty in their project.

Mike: Thanks, Rasheen. It's a breath of fresh air to share the load a bit.

Rasheen: Hey, I'm right in this with you Mike. I'll soon need to guide my own team through the same challenges.

Did Mike jump the gun meeting with his team of managers when he didn't have all the answers?

It is the age old change communication conundrum. If leaders tell people about change before they have all the details sorted out then people start feeling anxious because no-one can answer their questions. So they naturally begin to feel their leaders don't know what they are doing.

But, if nothing is said until all the details are worked out, diverse and conflicting rumours will start and gain a life of their own. People will get sucked down into a vortex of negative speculation and their trust crumbles. And to make it worse: figuring out from the get-go, all the nuts and bolts of a complex change that integrates rapidly emerging technology? That's almost impossible! 

So what should Mike do?

To answer this question let's first dive into the fundamental causes of anxiety around change at work.

Anxiety sure can throw a wrench in our gears, right? It saps people's energy and clouds up their ability to think outside the box or tackle problems. Anxiety reduces their capacity to learn and change. What are the major sources of anxiety during change at work?

For most people uncertainty about the future propels their brain into self-preservation or survival mode. People start wondering about things like:

•  Will we end up in a better or worse place?
•  Is my job on the line?
•  Are the new steps going to be a headache?
•  Is learning new skills going to be tough?
•  Will I be under more pressure?
•  Is my job going to get more stressful?
•  Is the change going to throw us all into confusion?

Everyone's got their own history with change, and it tends to color how they see these questions. The scarier the potential problems seem, the higher the stress levels spike.

Let's break down the three layers of uncertainties in change.

The first one's all about why are we doing this? What is the purpose of this change for the organization, for customers, for my team, perhaps for the wider world we touch?

If the "why" is fuzzy, people cannot feel a strong sense of purpose that directs their attention and effort. Even if they nod along, inside they're frantically trying to connect the dots on how it affects their own world or they are skeptically standing on the sidelines, waiting to see how thing pan out. But leaders can clear up the fog here. It is fully in their control to paint a clear and purposeful vision of what the change is expected to accomplish for the organization and it's ecosystem.

Mike tackled this source of uncertainty head on. He decoded the big "why" with his boss. Then he guided his team through absorbing the clarity he'd gained. Using a clear visual map and engaging them in a meaningful conversation worked well and Mike was confident everyone understood the grand purpose. But that was just the first layer of uncertainty. It's a critical layer but you can't stop there.

Then comes the "how does it impact me?" question.

• How am I a part of achieving this purpose?
• Will I be important to the organization or will I become more dispensable?
• What's changing, and what do I need to change?
• Will I move closer or further away from what is important to me?
• Will my job get better, or will it get harder?

Without a clear picture of what's in it for them and what they will lose, people's minds can run wild with negative speculation, making any potential gains seem tiny and foggy by comparison.

Illuminating the benefits and costs at the team and individual level is far more critical in many parts of the world since the COVID pandemic. We've all read stories of people who endured a trauma or downtime that refocused their priorities in life. In the past these have been individual occurrences with limited impact on the corporate world. But, starting in 2020, millions of people went through months of trauma and/or downtime at the same time. All these people had opportunity to reflect on what was important to them in life.

Many came to the conclusion that mindlessly or stressfully working long hours for a paycheck was not as important as quality of life and a sense of meaning and purpose. Now, a large percentage of people want to invest their time and effort in work that is meaningful to them. They need to know what the positive and negative impact will be on their lives. Expecting that people will buy into the corporate vision without a personal "why" will result in a tremendous waste of time and effort trying to manage resistance.

Finally, there's the question of "how hard will it be to get there?" Again negative bias kicks in, and this is even worse when the change process is unknown or vague. People will draw on past negative experiences with change to build their expectations of this one. Painful experiences may influence them to imagine the worst and dig in their heels to resist or to sit back and wait out the chaos until the change is abandoned or forgotten.

If their current relationship with managers and leaders is weak or full of distrust they will be even more likely to anticipate that there concerns will be ignored and the process will be very painful process. In all these scenarios people will have already determined the payoff is not worth all the pain and effort to get there. So trying to convince people of the benefits is doomed to failure.

Even when everyone's chanting for change, if the path to get there looks rocky and stressful, they might just freeze in their tracks, especially if they do not trust their leaders have the capability and care to lead change to success. Never assume that because people want change they will enthusiastically go along with the corporate transformation vision or the change process.

The question "what is changing and how do I need to change" is very difficult for leaders to answer when change is complex or innovative such as digital and AI transformations. However, there is a clear route to navigating this uncertainty that involves three essential actions.

1. Co-create a sense of purpose

Focus on illuminating the answers of the employee meaning and value questions. Doing this well requires concerted effort and collaboration at all levels of management. In the ideal scenario executive will set the tone that employees, their well being and their contributions are important to the organization. This does not mean pandering to everyone's whims and demands. It does mean understanding what fundamentally matters to people that will inspire them to count the benefit as worth the cost. It's about discerning what's valuable to them and how much of that value can be realistically achieved.

2. Guide the pain/gain analysis

Naturally people tend to focus more on immediate discomforts than on what we might gain in the future. If we're uncertain about the road ahead—if we're dreading painful steps in the journey—we're likely to see the cost as outweighing the reward. Establish a transparent process for mapping out and monitoring the change journey, one that acknowledges people's concerns and engages them in addressing those concerns. This enables individuals to take charge of their role in the transformation. This may seem like a daunting or highly intensive task. You may be thinking that the average middle manager does not have the time and energy to do this. But, there are tools and ways of making this task much easier and faster.

3. Equip people to thrive in uncertainty

Most people feel uncomfortable in uncertainty. Our brains don't like ambiguous scenarios. When faced with incomplete narratives, we often subconsciously fill the gaps with incorrect assumptions without even realizing it. It is import to equip people with tools and methods to handle uncertainty. This involves:

• Helping people identify and be reminded what is not yet known, what is being figured out and what is certain.
• Implementing a transparent process to resolve the uncertainties as the change journey unfolds by incorporating the risks, concerns and ideas identified by those affected.

In the sections ahead we'll delve into how the Change Action System helps counteract the negative bias that we all struggle with and lightens the load of change for everyone.

Let’s return to Mike. At this point he has made good progress in gaining clarity on the big "why". But he has little insight on what is going to change or the individual "whys" of his team. And he has very little certainty over the entire change process. Mike is not sure how to go about navigating these uncertainties and he is not sure how much support he will get from his senior leaders.

Rasheen arranges a quick video call with Mike and her brother-in-law to learn more from his experience. He suggests that the best thing for Mike and Rasheen to do is to sign up for the training program on mobilizing change that he and his managers are going through. He explains that not only will they learn when and how to use the tools like the change strategy map he gave them, but they will also get personalized support from the instructors. This online program is designed for managers who need to start taking action right away to mobilize change at work. As they learn the principles and tools of this change action system they will try them out in their own work situation and receive immediate coaching and feedback from the instructors.

Mike thinks this is a great idea. He still has funds in his professional development bank. He shoots an approval request over to his boss and she approves it right away. She’s very pleased with the initiative that Mike has taken so far and she’ll support anything that he can do to reduce the load on her.

Mike hit the play button on the training program the very next week. He carved out one hour slots over a few days and dived into a suite of short videos and questions, tailor-made for time-starved managers eager to amp up their teams without burning the midnight oil. Rasheen, still waiting for the green light from her boss was jealous and insufferably curious. So Mike met her for lunch to give her a brief synopsis.

Rasheen: So how's it going? What are you learning? Is it going to help you?

Mike laughs at her impatience

Mike: Slow down Rasheen. I've only got time for a half hour lunch so I'll give you the highlights.

Rasheen: Ok, ok talk fast.

Mike: The first few videos explained the Change Action System which is a flexible and easy to follow system with a bunch of one-page communication tools like the strategic change map that your brother-in-law first gave us. Like I said I don't have time to go into all the details but this system is designed around two essential principles.

Mike: The Change Action System champions a proactive approach: engage your team early and often and keep it bite-sized. Engaging early and often allows people the breathing room to figure out their own destiny in harmony with the change at hand. By breaking down the process into digestible segments, it empowers people to take the reins of change without stress overload. And in all of this the engagement is active. People take straightforward actions regularly to develop their understanding of the change impact and tailor their own path to build the mindsets and skills they need to succeed. This gives them responsibility and influence over achieving personal benefits and the organization's goals.

Instead of having conflict over the "what's in it for me" attitude versus the "your job is to achieve results for the company" perspective, the Change Action System takes a "both/and" approach. When people experience rewards along the change journey to achieve results for the organization and they see how their own efforts are directly related to achieving these results they are much more motivated to roll up their sleeves and keep going even when the going gets tough.

Rasheen: Makes sense but what do mean by rewards?

Mike: Great question. That leads into the second principle

Mike: The system is all about juicing up your team's change muscles, giving them the skills and tools to process the change, communicate their questions and concerns, explore new ideas and change their habits. This helps them become more comfortable with ambiguity. They become more nimble and less frazzled when things keep changing.

Rasheen: Ahh, I see. Yes, if I could feel less harried and burnt out right now that would be a huge benefit. And I can see how having the confidence I can handle the change process without getting so stressed would be a real boost.

Mike: Exactly! Like building ability to run a marathon means you have more agility and energy to play soccer with your kids and stronger mental discipline to do all sorts of other things. Having stronger change resilience and better skills to figure out and go through change can reduce stress in other parts of your life as well.

Mike: I gotta get back to work now, but just one more quick thing. I went through the section on how to use a Change Adoption Canvas with your team to help them process the change and deal with the unknowns. If I had used that tool with my managers when I went through the change purpose with them it might have avoided a lot of the stress that happened in the end of that meeting. That's my next action. I'll let you know how it goes.

Remember the trio of uncertainties we're juggling?

• The Big Picture: Impact on the organization and its goals.
• The Personal Picture: Effects on the team and individuals.
• The Change Process: The route and costs to realize both the big and personal objectives.

During the first discussion with his team, Mike solidified understanding around the company's strategic objectives and acknowledged that the nuances of how the digital and AI overhaul will reshape the company's structure and culture are still being ironed out. But he could not answer most of the questions about the individual impacts and the intricate details of the change process and the meeting ended with a lot of negative speculation and anxiety.

Armed with insights from his recent training, Mike now knows he can anchor his team with the promise of ongoing updates and a platform to voice their concerns and suggestions. By doing this, he lays the first stone in building a foundation of trust, showing his team that he's in their corner. The subsequent phase involves reinforcing their confidence that their voices will be heard at the executive level.

While Mike has no idea how that will unfold, he's committed to taking the initial step: recognizing and documenting their apprehensions. He can also guide his team through envisioning the potential improvements the change could usher in for their day-to-day tasks and what they'll need for a successful change journey.

Mike reconvenes his management team, aiming to map out every worry and wonder they're harboring. He kicks off by candidly sharing the unknowns, underscoring his commitment to leading them through the murky waters of change with the least stress possible. He tells them that he is taking some training on leading change through uncertainty and he will continue to involve them early and often but won't be overloading them.

Mike swiftly navigates them through the strategic value map, reminding them of the 'why' behind the digital transformation and the key players in the game. He then explains the goal of today's huddle; to start to craft a change adoption canvas—where they'll sketch out the transformation's potential perks for their teams and pinpoint any lurking risks.

Mike ignites the conversation with a simple task: jot down your top-of-mind operations hurdles on yellow stickies—those nagging issues they're hoping this digital shift might tackle. After a few minutes of thinking and writing, Mike has them lay out their stickies on the table in front of them. A sense of curiosity builds as the managers see the plethora of yellow squares around the table.

Mike starts with Sarah, from customer service, to read out and explain one of her stickies.

With a sigh, she details her team's struggle with the outdated CRM system that's as cooperative as a mule on a steep climb. Her sticky note echoes the sentiment: "Need faster response times." She puts her sticky up on the big change adoption canvas drawn out on the whiteboard. "Anyone else with a similar challenge?" Mike asks. There's several nodding heads and each person adds their sticky on top of Sarah's, briefly describing their challenge.

Next is Tom, from the claims department, known for his meticulous nature. He raises the issue of data entry errors that have been the bane of his team's existence. He firmly sticks his note on the canvas: "Improve data accuracy." Sarah pipes up she wrote that down too. They still have duplicate customers in the system with slightly different addresses.

Around they go, each manager adding their voice to the chorus of challenges. There's talk of inefficient communication flows, redundant processes that could be streamlined, and the all-too-common customer complaints about navigating the company's archaic online portal. Mike listens, nodding thoughtfully, orchestrating the session like a maestro. He encourages them to delve deeper, to not just state the problem but to explore its roots. The stickies multiply, each one a snapshot of the daily grind that could be vanquished by a better system.

With all the current hurdles out in the open, the team shifts gears to prioritize. Debates spark as they weigh the impact of each issue. It's a collaborative effort, with Mike guiding them to consider not just the frequency of a challenge but its ripple effects on productivity and morale. The session turns into a flurry of discussion, with stickies being moved as opinions shift and consensus forms. Laughter mixes with serious deliberation, and there's a palpable camaraderie as they recognize the emerging of a shared vision for a smoother, more agile future.

Finally, they arrive at a decision, a distillation of their collective insight—the top dozen challenges that, once addressed, could revolutionize their workflow. These chosen stickies find a prominent place on the change adoption canvas, a declaration of their commitment to turn these hurdles into stepping stones for progress.

Mike's simple task has transformed into a powerful dialogue, setting the foundation for the transformative journey ahead. The canvas has started a story, not just of challenges to overcome, but of shared anticipation and hope of a positive outcome.

There is lively chatter as they all get up and head out the door. That was the most lively and productive 50 minutes they have spent in a long time.

Every one is on time for the next meeting two days later and ready to dive in but the excitement has dampened. Over half the managers have settled back in cynicism that most of these challenges won't be resolved and new ones will probably surface. But Mike is not worried, he knows from the training that this is to be expected and that is why the next section on the change adoption canvas is all about concerns.

With pink stickies in hand, Mike urges his managers to capture any trepidations and concerns they harbor about the transformed operations and new system and the journey to get there. The room falls into a contemplative hush as each manager scribbles down their thoughts. These are their deeper fears, the silent echoes in their minds about what lies ahead. Each note is a window into their reservations: from adapting to new technologies to the potential reshaping of their teams.

Mike encourages an atmosphere of openness. "Consider these stickies as the beacons that will guide us through the fog," he says. Once again they go around the table sharing their pink notes.

Jenny, known for her forward-thinking approach, voices her concern about training. "How will we upskill quickly enough and not generate a backlog of claims?" her sticky queries. It is a sentiment that resonates around the table, met with nods of agreement. Everyone's teams are working at capacity and they are worried about falling behind if they take a lot of time out for training. Yet at the same time they are also worried about errors and a long ramp-up time if they don't get enough training practise.

Mark, the veteran of logistics, wonders about integration. His pink sticky asked, "What about our legacy systems and the data migration?" This concern that sparks another broader discussion about continuity and data quality.

As they continued to share, the pink notes paint a picture of collective concern but also of collective insight. They speak of the need for robust support structures during the change and the importance of clear, ongoing communication to avoid the pitfalls of misinformation.

Each concern is met not with dismissal but with thoughtful consideration, as the team engages in a rich tapestry of dialogue. Mike guides the synthesis of these concerns, merging similar themes, and recognizing the unique challenges each presents.

With each concern placed onto the change adoption canvas, Mike is subtly achieving more than just a list of fears. He is

1. Fortifying trust in his leadership. Mike is also valuing their voices by drilling down to the core of each concern. He does not rush to slap on band-aids but rather gives space to understand the cause of these worries. This prevents their worries from snowballing in the shadows of their minds. Once penned on the canvas, Mike was amazed at how easy it was to move the discussion on to the next concern. A major reason people keep bringing up the same concern over and over is because they do not feel they have been heard and understood. Hearing their concern acknowledged and perhaps clarified by others who share the same concern; seeing it visually synthesized and recorded on the change adoption canvas - not just written on some list that they will never see again, provides a strong signal of being heard and understood. This diminishes the anxiety that the concern will be forgotten and increases the personal sense of mattering in the change process.

2. Quelling fears of overlooking potential pitfalls. This visual record of concerns is Mike's way of promising no stone will be left unturned. Initially Mike was nervous about opening up discussion to everyone's concerns. He was afraid it would descend into an abyss of negativity. But it didn't. Asking everyone to first write down their top concerns on pink stickies gave them space and time to formulate concisely what was important to them before they had to speak. He also used the time boxing facilitation technique and reassured everyone that this change adoption canvas was a living document they would regularly update as they discovered more about how their work would change. Knowing that they didn't have to think of every concern in that meeting helped them relax and focus on the most important concerns.

3. Gathering intel—a treasure trove of insights that may not be on senior management's radar. Mike is also gaining understanding on what the managers in his department are thinking and what he needs to address to pre-empt change resistance. And the managers are gaining valuable insights about each other, fostering a shared understanding of the transformation's potential impact.

Everyone leaves this meeting quieter than last time but also with a greater sense of calm. Many are still cynical but others are more hopeful that perhaps their concerns wont' be ignored. And everyone feels they now have an objective way to quickly tell if this transformation is going off the rails. All they have to do is identify if any of the big concerns on the canvas are happening. The risks that are meaningful to them are right there and transparent not hidden away on some project manager's risk log.

By the third meeting the level of anxiety has dropped and there is an air of cautious optimism. Mike gives them all a printed copy of the canvas so that they can reassure themselves of what has been discussed so far. Neurologically, it appears that we cannot be thinking anxious thoughts and exploring new positive ideas at the same time. With their current challenges and their concerns about the future now tangible on paper, their brains are now in a better space to imagine and innovate what the ideal experience of the team might be.

"Let's paint a picture of success," Mike suggested, passing out green sticky notes to everyone. "Imagine what your daily working experience might be like if all these challenges are removed and all your concerns are mitigated." It took a bit to get going so Mike asked them all just to write down one thing.

Lucas, the manager of marketing and communications was the first to share his idea. "Imagine if we had AI that could predict customer activity and trends, like the customers who submit all their claims at the end of the year. We could have proactive personalized campaigns through the year to remind them to submit their claims based on the dates of their claims from the previous year. This way they wouldn't forget how to use the portal and then get all in a flap trying to submit lots of claims at the end of the year. It would be a more pleasant experience for them and reduce the volume of stressful calls for our customer service reps at year end." His green sticky read "Predictive customer analytics to reduce frustration for customers and service reps".

This idea sparked another idea from Sarah "And what if we knew what type of claims they usually submitted and we could include a brief step by step instructions they could easily access to remind them how to submit those claims? That would make the experience for them even better and reduce the high call volumes and staff scheduling pressures at year end."

Then there was Elena who imagined a future where staff onboarding was no longer a maze of paperwork but a streamlined digital journey, welcoming new hires with efficiency and warmth. Her contribution to the canvas was clear: "Fun and fast onboarding."

The energy in the room picked up and the ideas started to flow. The canvas became filled with green, painting a future where every department was empowered, routine tasks were optimized, and every member of the team was equipped to excel in their role, transforming the workplace into an ecosystem of innovation and satisfaction.

At the end of 45 minutes everyone was feeling pumped. They all knew that there was no way all of this would be achieved any time soon and half of them doubted any of it would be achieved, but even if one or two of those ideas could happen, they felt that would be something worthwhile to work towards.

They ended their discussion by summarizing the essence of how they envisioned the work experience for their themselves and their teams could be improved - "more pleasant experience and greater satisfaction providing an easier and faster claims reimbursement service for customers, especially their elderly customers." This was their own personalized, meaningful value they hoped to achieve from the transformation.

All of this was accomplished in only three 45 minute sessions. Yes they could have discussed each item a lot more but the aim was to lay the groundwork for a shared vision of the digital transformation and get everyone on the same page moving together. It was a collective brain-dump of hopes and worries, designed to bring everything to the surface. The team now had a baseline, a common language to articulate the transformation's purpose and value. Mike assured them this was just the beginning, that the canvas would evolve, deepen, and become more nuanced over time.

The canvas is a living thing, a first draft of collective brainwaves. It's not a crystal ball; not every idea will make the final cut. But by laying them out, they avoid the disillusionment that comes from unspoken hopes. Mike's not just managing expectations; he's enriching the transformation's design and nurturing a collective sense of ownership. Transparency is key, ensuring no shocks or letdowns when they switch gears to the new way of work.

Mike leaned on a core neurological tenet of the change action system: keep sessions short, sharp, and spaced out. This approach sharpens focus, boosts learning, and sidesteps the mental fog of information overload.

The nature of the change adoption canvas is fluid, dynamic—it's a living document that captures the team's collective thoughts and acts as a reference point and a guide to their transformation journey.

Initially, Mike wrestled with a dilemma: Would encouraging his managers to dream of the transformation's potential set them up for a fall? But silence isn't the antidote to disappointment. Instead, by mapping their hopes and hesitations on the canvas, Mike wasn't overpromising; he's enriching the transformation's design and nurturing a collective sense of ownership. Transparency is key. He can use the change adoption canvas to clearly outline which ideas won't make the first cut, ensuring no shocks or letdowns when they switch gears to the new way of work.

In working through the change adoption canvas Mike didn’t just inform his managers about the purpose of the digital transformation. It was a collective voyage of discovery, pinpointing the value it promised for both customers and the organization, and more intimately, the boon it could be to their own teams. Through this exercise, Mike's achievements were multi-fold:

• Unity in Purpose: The managers found common ground, grasping the transformation's mission and glimpsing the potential value for their teams.
• Open Dialogue: They shared a constructive and affirmative exchange, with Mike steering the conversation and building their confidence to express their thoughts.
• Feeling Valued: The managers now see themselves as part of the transformation's narrative, even though so far it's just the opening chapters.
• Growing Trust: There's a noticeable uptick in their confidence in Mike's guidance through this change and belief that he has their backs.
• Boosted Confidence: Armed with a deeper understanding, they're ready to tackle their teams' queries post-video conference, unafraid to admit gaps in their knowledge—a candidness modeled by Mike.
• Cautious Optimism: They've been touched by a sense of hopeful anticipation that this journey, while daunting, has the makings of a rewarding adventure.
• Collective Concerns: Together, they've crystallized the core questions and uncertainties that Mike is tasked with taking up the ladder to their executive director.

Mike is riding conflicting waves of high hopes and fear of failure. He's buzzing with a fresh dose of optimism, no longer the guy dreading the launch video. He's got a strategy to navigate the uncharted waters ahead. Yet, a storm cloud of anxiety looms on the horizon. Taking his team's worries and questions up the corporate ladder feels like sailing through a narrow twisting channel, full of barely submerged rocks. His boss is expecting a concise list of the affected work units, not a laundry list of questions and frets. Mike's mind is a battlefield: on one side, the fear of crashing and burning, sending team morale into a tailspin; on the other, the tantalizing possibility of a breakthrough, a collective sigh of relief as they edge closer to making this transformation dream a reality.

Are you rooting for Mike to blaze a trail of glory? Is there a little voice inside you whispering doubts about the fairy-tale ending. In an ideal world, Mike's boss would be the maestro of a blueprint like the change action system, her strategies perfectly synchronized with the vision for mobilizing change laid out by her VP. In this perfect scenario, she’d step into the role of Mike's mentor, championing his foray into change leadership with the innovative fervor that turns the wheels of progress.

But let's face it, sometimes the corner office is a world apart. And reality has a complex landscape. Our characters might be dealing with ambitions, insecurities, inexperience and the relentless ticking of the clock, each adding to the whirling tempest. Mike's journey isn't just about reaching the destination; it’s about navigating the intricate currents weather patterns of workplace dynamics that could steer his story in any number of unexpected directions.

Mike's heart is a drumline of anticipation as he gears up for his huddle with his program instructor. He is desperately hoping it will be the beacon to penetrate the fog and spotlight the path ahead. He knows he is teetering on the brink of a defining moment. Will his next step forge a trail of triumph or spell a saga of struggle?

The proactive principles outlined in this chapter are essential for any middle manager steering through the stormy seas of organizational change:

Understand the Anxiety in Change: Recognize the three major sources of anxiety during change - the uncertainty of the big picture, personal impact, and the change process. Addressing these fears head-on is crucial.

Create a Sense of Purpose: A clear and compelling 'why' for the change is vital. It must resonate on an organizational level and also connect with each individual's personal and professional goals.

Facilitate Pain/Gain Analysis: Balance the immediate discomforts against the long-term benefits. Managers must guide their teams through a realistic appraisal of the challenges and potential rewards of the change.

Encourage Thriving in Uncertainty: Equip people with the tools to manage ambiguity. A transparent process that acknowledges uncertainties can empower individuals to take a proactive role in the change.

Promote Active Engagement and Ownership: Encourage early and frequent involvement in the change process. This empowers team members to influence outcomes and aligns their personal goals with the organization's objectives.

Commit to Transparent Communication: Use tools like the Change Adoption Canvas to openly discuss concerns, manage expectations, and explore new opportunities.

Lead Change as a Shared Journey: Transformation is not just a top-down directive but a collective venture where every member’s input is valued, fostering a shared vision for the future.

These principles aren’t just theoretical; they are actionable steps that middle managers like Mike, and also senior leaders, can implement to navigate their teams through change with greater ease and confidence. 

The Change Adoption Canvas is a powerful tool for mobilizing transformative change throughout the organization. It empowers: 

Structured Dialogue: The canvas facilitates structured conversations about change, enabling team members to articulate and visualize both challenges and opportunities without going around in circles or descending into a can of worms. This clarity helps managers transform a nebulous transformation into a series of actionable steps.

Visual Engagement: By visually mapping out the potential benefits and risks of change, the canvas helps individuals express their thoughts concisely in a non-threatening manner. People can see where they fit into the bigger picture, enhancing their understanding and buy-in. It reduces the time and effort to get everyone on the same page.

Collaborative Problem-Solving: It acts as a collaborative platform where concerns, ideas, and potential value can be shared, fostering a collective approach to overcoming obstacles and enhancing team cohesion.

Stress Reduction: The canvas helps to reduce anxiety around change by providing a clear framework for open discussion. This can mitigate the fear of the unknown and empower team members with a sense of control and preparedness.

The race to stay ahead of the curve or even just to keep up is intensifying the pressure on senior leaders and middle managers. A flexible system and simple yet powerful visual tools that facilitate gathering and synthesizing the collective genius of an organization are critical to thriving in rapidly evolving, uncharted waters.

In the next chapter we will follow Mike as he attempts to get his boss on side with his approach.

Thank you so much for reading this rough draft.

Thank you for taking a couple of minutes to respond to the questions below.

I greatly appreciate your honest answers so that we can spark hope and confidence in middle managers to escape the squeeze and confidently mobilize change.

Louise