Welcome to the Change Leadership Health Assessment created by People Before Things! The goal of this assessment is to help you measure conditions that will influence your team's success when implementing technology, process, or operational change.

When answering the questions, please be sure to honestly represent the norms of your team and culture. Individual answers will be kept confidential and will only be presented with roll-up data for your team. This assessment should take about 10 minutes to complete.
For follow-up purposes, can you please provide your first name? *

Which organization are you representing? (Now, on to the assessment!) *

Our organization has a published vision and strategy, which can be used to assist with change initiative alignment. *

Executive sponsors and/or owners of our change initiatives are actively involved. *

Our change initiatives generally start with a charter or business case that outlines the defined scope of work. *

Our team has joint accountability for change initiative outcomes. *

I trust my peers and leader to hold me accountable to our team commitments. *

When we announce an upcoming change to stakeholders, we ensure people know WHY the change is important. *

For each change initiative, we define a collective and unified goal. *

We use purpose-driven WHY statements vs. metric-driven WHY statements to align our project team members and impacted stakeholders. *

When we talk about goals, we include WHY the goal is important. *

We ensure all key messages and supporting talking points are coordinated and aligned—prior to announcing change to the organization. *

When implementing new technology and processes, we use work approaches that ensure the end solution is easy and intuitive to use. *

We ensure stakeholders are involved in producing solutions to identified problems, rather than just reporting or documenting them. *

We are disciplined when implementing new technology by including only features and functions that support the WHY of the initiative. *

We provide strategic roadmaps or operating plans to our stakeholders that outline what changes they can expect in the future. *

Our leadership team is involved in the selection and design of new processes or technology. *

When we drive a change, we carefully consider other initiatives that might require time from impacted stakeholders during the same change period. *

Our company/organization accommodates the time needed from stakeholders to absorb a change by providing backfills or adjusting productivity expectations. *

Our leaders encourage prioritization and focus on a manageable number of goals at any one time. *

We ensure that (time management) heroic efforts aren't required on a regular basis from our team members in order to successfully implement a change. *

We are clear with our team members and stakeholders about the priority of any new change initiative. *

We utilize executive leaders to deliver key messages on change initiatives. *

We distribute communications through multiple channels, such as email, internal social network, formal memos, etc. *

We provide different versions of the same message, addressing the unique needs of different stakeholder groups. *

We deliver communications that promote clarity vs. transparency. *

We test key communications with representative stakeholders prior to delivering a message to a wider audience. *

We provide "safe" areas for our stakeholders to fail when learning new processes or technology. *

We ensure our stakeholders and project teams practice new technology and/or process steps prior to "go-live." *

We provide time for peer-to-peer mentoring during a change cycle. *

We promote a learning (applied practice) vs. training (memorization) mindset. *

We are able to recognize when training/learning is being used as a workaround for bad system/process design. *

We leverage a formalized method/tool to capture feedback from our stakeholders and use that information to inform our strategy and tactics. *

When we ask stakeholders for feedback, we take demonstrable action. *

We leverage stakeholder feedback in message scripting when driving our change initiatives. *

We encourage stakeholder feedback during all phases of a change initiative. *

We provide live forums (i.e. town hall, focus group, open office hours) to encourage feedback. *

When we budget for new change initiatives, we include long-term investments to support and enhance (as needed) the changes. *

We provide high-touch support during the transition periods of change. *

We provide pre go-live learning opportunities to team members that need to support new processes or technology. *

We practice/simulate our support processes prior to the go-live of a change (technology or process). *

We develop common scripts (or talking points) for our Support team when a new change is being introduced to the company/organization. *

Thank you for participating in the Change Leadership Health Assessment. In the next 48 hours, you will receive a report that discusses your results and compares your organization to results of others.
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