by Tarran Deane

Stop the Change – Its Too Much, Too Fast – How to Overcome Change Fatigue & Ensure Psychological Safety

How Psychological Safety & Engagement Drive Successful Change: An ADKAR Approach

Change is inevitable in any organisation, often driven by legislative updates, technological advancements, compliance requirements, and commercial-in-confidence business decisions. It impacts everyone—from the front line to the boardroom, suppliers to shareholders, and those tasked with preparing, managing, and sustaining change across the enterprise. Some changes are simply non-negotiable, meaning that employees may have to wait for information to be cascaded at the right time. If we’re not the ones getting the paycheck to make the tough calls, it can be frustrating—but this is where personal leadership has an opportunity to shine.

None of us should see ourselves as victims of change, but rather as participants, each with a role to play. Aligning to organisational values and representing them in our communities ensures that change is not just something we endure but something we help shape. How successfully change is adopted depends largely on how employees experience the process. Now more than ever, in this hybrid world, our response to everything else going on can have an accumulative effect on people. Corporate responsibility does not replace the need for individuals to take ownership of their own well-being and adaptability. Each of us has the opportunity to contribute positively, regardless of our role.

As leaders and change practitioners, we know that successful change isn’t just about mandates or strategy—it’s about how people experience it. Navigating uncertainty, managing expectations, and keeping people engaged are just as critical as the technical execution of change. By understanding how individuals move through change, we can better support them at each step. This is where the ADKAR framework provides structure, ensuring that employees don’t just comply with change but actively embrace and sustain it.

Two crucial factors—psychological safety and engagement—can significantly impact change success. When applied through the ADKAR framework (Awareness, Desire, Knowledge, Ability, and Reinforcement), these elements ensure a smoother transition, stronger adoption, and long-term retention.

“None of us should see ourselves as victims of change, but rather as participants, each with a role to play. Aligning to organisational values ensures that change is not just something we endure, but something we help shape,” – Tarran Deane

Awareness – Hello? Do you know what’s going on?

For the impacted: Surprise! Oh, you didn’t know about the changes, the new tech, the new legislation, the upcoming moves? Well, keep an eye out for all the touchpoints of communications that are coming your way, so you can learn more about why it’s happening, what it is, when it’s going to ‘land’ and stay on top of this stuff. I mean – expect change and be purposeful. Read the fast facts and respond to feedback requests.

For Change Leaders, Sponsors and Managers:

🚀 How to do it well: Clearly communicate the reasons for change through multiple channels (meetings, emails, town halls). Foster two-way communication by encouraging questions and discussions to address concerns early. Leverage digital tools to provide on-demand information for employees.

🤝 A word of encouragement: Change can feel overwhelming, but clarity brings confidence. When leaders take the time to explain the ‘why,’ it builds trust and helps employees feel secure in the transition.

🚨 Consequence if not done: Without awareness, employees feel blindsided and confused, leading to resistance, misinformation, and a lack of trust in leadership.

✅ Result: Employees gain clarity on the purpose and urgency of change.

Desire – We need your engagement | Are you willing?

For the impacted: Oh, you want life to stay the same? You don’t want any more change? Or could it really be that it all feels a little rushed, piecemeal and you’re just exhausted? I hear you,right? The rate of change can be tough on all of us, but if we can pace ourselves, and learn how to respond to it with a methodical, rational, can-do, ‘we’re in it together’ mindset and get the rest we need, then the way we engage with each other when challenges occur puts a little joy into the everyday.

For Change Leaders, Sponsors and Managers:

🚀 How to do it well: Align the change with the organisations’ values and learn how this change impacts employee personal goals and the current way of working. Recognise contributions, create involvement opportunities, and ensure leaders model genuine enthusiasm for the change. Weave it into the ‘way we work’ here and remember to celebrate milestones. Share those success stories to inspire early adopters.

🤝 A word of encouragement: People don’t resist change—they resist uncertainty. When employees see that change is for them rather than happening to them, they’re more likely to embrace it.

🚨 Consequence if not done: If employees lack desire, they may disengage, resist the change, or passively comply without genuine commitment, increasing the risk of failure.

✅ Result: Employees feel valued and motivated to contribute to the change.

“People don’t resist change—they resist uncertainty. When employees see that change is for them rather than happening to them, they’re more likely to embrace it,” Tarran Deane

Knowledge – Want to be safe? We need to ‘smarten-up’

For the impacted: I’m a fan of just-in-time-learning. Sure I want to know the training is there and available before go-live of a change initiative but let’s face it – sometimes project teams are still finalising the user testing before a new software or system is due to launch and the Change Manager is scrambling with the Org Development Team to have the eLearning finalised and released. The solution – multi-channel touchpoints for your stakeholders to dive in and learn, digesting what they need to know in real-time. So, when you see those invites come through – Attend the sessions. it will make your life easier.

For Change Leaders, Sponsors and Managers:

🚀 How to do it well: Provide interactive training, mentorship, and accessible learning resources. Normalise mistakes as part of the learning process and encourage peer knowledge sharing. Implement microlearning and just-in-time training.

🤝 A word of encouragement: It’s okay to not have all the answers. Change is a learning curve, and every step forward is progress. Creating a safe space to ask questions fosters confidence and competence.

🚨 Consequence if not done: Without proper knowledge, employees struggle to adapt, make mistakes, or revert to old ways, leading to frustration and decreased productivity.

✅ Result: Employees feel confident in their ability to develop new skills.

Ability – Willing and able, but do you have capacity for it?

For the impacted: All of us like to feel we’re in control of our day, but that’s not always possible. Many of you are working with non-negotiable scheduling and interdependencies. For many others though there may be the capacity to take back ownership of some of your hours and embargo your time.

How? Consider your available work hours and seriously consider blocking out a minimum of 10% of your work day to complete the learning, read the comms, practice the new required skill or way of working. If you do this, theoretically of a 38-hour week, working 52 weeks a year = 1976 per annum. Embargo 10%, being 197, hey, call it 200 hours. That’s your change buffer. Next time you’re asked to be on a reference group or participate in training consider, do you have available hours for that? And be okay with negotiating with your line leader, ‘in order to do this, what current priority would you like me to set aside’. You got this!

For Change Leaders, Sponsors and Managers:

🚀 How to do it well: Offer hands-on practice, real-world application, and coaching support. Ensure employees have the time and tools necessary to develop proficiency in the new way of working. Encourage managers to provide immediate feedback.

🤝 A word of encouragement: Progress, not perfection. Change is a journey, and each attempt moves the organisation closer to success. Encourage people to practice without fear of failure.

🚨 Consequence if not done: Employees may understand the change conceptually but fail to apply it effectively, leading to inconsistent results and operational inefficiencies.

✅ Results: Employees become more capable and empowered to execute the change.

Reinforcement – Don’t waste your time.

For the impacted: Everyone wants a return on effort and investment right? Even the project teams! Who wants to relearn stuff? And who wants to then have to engage with a 3rd party stakeholder and explain why this, whatever this is, is not continuing? Ahhh… no one likes to duplicate effort, or waste resources. So, let’s start with the end in mind. Be involved from the beginning without abdicating your calendar, personal responsibility or peace of mind and join with your colleagues in the change journey. You’ll be able to navigate the twists and turns, support one another if there are delays or challenges, and celebrate milestones, big and small.

For Change Leaders, Sponsors and Managers:

🚀 How to do it well: Continuously recognise and reward progress. Keep communication open, solicit feedback, and make necessary adjustments to sustain engagement and ensure long-term success. Embed the change into company culture through leadership behaviours.

🤝 A word of encouragement: Every milestone matters. Celebrate the small wins and keep reminding teams of the bigger picture. When people see the impact of their efforts, motivation stays high.

🚨 Consequence if not done: Without reinforcement, employees may revert to old habits, undoing progress and leading to wasted effort and lost momentum.

✅ Results: Change becomes embedded in the organisation’s culture.

And everybody feels like all of ‘this’ was worth it.

The Bottom Line | Stay safe out there people

For change to succeed, engagement and psychological safety must be present at every stage of the ADKAR model. Without these elements:

Employees stay silent instead of voicing concerns (low Awareness)
They resist rather than embrace the change (low Desire)
They hesitate to learn for fear of judgment (low Knowledge)
They struggle to apply new behaviours confidently (low Ability)
They revert to old habits due to lack of reinforcement (low Reinforcement)

By prioritising psychological safety and engagement, leaders can create an environment where employees feel connected, valued, and empowered—leading to smoother transitions, higher productivity, and lasting transformation.

“Change is challenging, but it doesn’t have to be isolating. With trust, encouragement, and clear direction, people will not only survive change—they will thrive in it, growing together, keeping their heads and heart, safely switching off each day,” Tarran Deane

Want to integrate this approach into your change strategy?

Whether you’re looking for tailored guidance, a fresh perspective, or simply want to explore proven methodologies, let’s connect on LinkedIn and follow our articles on www.tarrandeane.com. You can also dive deeper into practical change management insights through the curated Prosci® ADKAR resources below.

Curated Resources by PROSCI®

Trends in the Discipline of Change Management: https://www.prosci.com/resources/webinars/preparing-for-the-future-of-change-management-with-the-latest-trends
Emergent Contributors to Change Success: https://www.prosci.com/resources/webinars/discover-the-keys-to-successful-change-in-the-future
Top Changes on the Horizon: https://www.prosci.com/resources/webinars/navigating-the-changes-ahead-with-data-driven-change-insights
Early Insights into AI and Change Management: https://www.prosci.com/resources/webinars/applications-of-ai-in-change-management
Applying ADKAR to AI Adoption Challenges: https://www.prosci.com/resources/webinars/applying-adkar-to-ai-adoption-challenges

About Tarran Deane | Change Management Strategist in Australia

Tarran Deane is a Transformation Specialist and Senior Change Strategist renowned for helping organisations navigate complex transformations with structured planning, practical execution, and a touch of humour. Based on the Gold Coast, Australia she partners with organisations across the country and overseas bringing over 21 years of expertise in driving meaningful, measurable change that builds community and strengthens relationships.

As a PROSCI® enterprise certified practitioner and transformation specialist, Tarran works with leaders in the Government, Public Sector, Finance, Tourism, Health and Not-for-Profit Disability, Aged Care, and Community Services industries. She is passionate about building organisational agility, empowering leaders to eliminate fear, embrace sustainable change, and delivering outcomes that align with long-term goals.

Through a select number of engagements, Tarran delivers:

Change Management Consulting and contract engagements, typically spanning 1-3 years, focused on achieving long-term transformation goals.
Executive Coaching for C-suite and senior leaders,
Customised Training Programs designed to uplift change capability, and
Keynote Speaking Presentations that inspire and inform audiences.
Visit our Store to View Tarran’s resources

When she’s not consulting or facilitating, you’ll find Tarran cornering through the scenic hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster motorcycle, spending time with family and friends, or cheering for her favourite riders during the MotoGP season on Kayo.

Connect with Tarran today at TarranDeane.com or on LinkedIn @TarranDeane to explore how she can support your organisation’s transformation journey.

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in Change Management

by Tarran Deane

Gnome Framework Innovative Change Management Approach

The GNOME Framework: An Innovative Change Management Approach

Are you a busy business leader, manager or sponsor of change? In a world where change is constant, the ability to navigate and lead transformation effectively is a critical skill. Drawing from my experience in change management in the public sector, health, education and finance environments, I was recently inspired by a discovery during a bushwalk in northern NSW.

Now before we begin, this is a holiday post. I’m up for a little fun as I weave a seasonal theme around change management management elements.

After all, I’m “Hanging with my Gnomies” right? Let’s play.

Introducing the GNOME Framework for Change Management.

I’d like to introduce you to a unique, simple, yet memorable tool: the GNOME Framework for Change Management.

On that walk, I stumbled upon the GNOME tree—a surprising community creation that transformed a simple pathway into something meaningful.

The GNOME tree wasn’t just a garden of quirky decorations; it was a symbol of ownership, creativity, and collaboration. It also reminded me of an important truth in change management: when employees feel engaged and connected to a larger vision, they can grow and contribute alongside the organisation. The momentum is evidenced by a changed landscape, a shift in conversation and ongoing participation in feedback, adoption, usage and effectiveness.

Why GNOMEs? A Memorable Metaphor with a New Purpose

The term ‘GNOME’ has an interesting history, appearing in various contexts over time. In the tech industry, GNOME is an acronym for the GNU Network Object Model Environment, a free and open-source desktop environment for Unix-like operating systems. It’s a robust example of how something seemingly small can support significant systems.

In educational contexts, particularly within Waldorf education, ‘gnomes’ are brought to life as characters in stories to teach mathematical concepts to young children. These narratives personify mathematical operations through gnome characters like *’Little Plus’* and *’Little Minus,’* making abstract ideas engaging and relatable.

Even in career development, gnomes make an appearance. The book ‘Gordon the Gnome’ presents a fictional story that imparts career and life lessons. Each chapter concludes with insights and reflective questions, encouraging personal and professional growth.

Despite these fascinating uses, there doesn’t seem to be a widely recognised business framework or methodology that employs ‘GNOME’ as an acronym. That’s where the **GNOME Framework** comes in—a fresh, professional application of the term designed to address the challenges of change management. This framework transforms GNOME into a strategic tool, focused on empowering leaders to foster innovation, engagement, and ownership within their organisations.

The GNOME Framework: A Unique and Strategic Tool for Change Management

Unlike its predecessors in tech, education, or fiction, the GNOME Framework is tailored for the business world, offering a structured yet flexible approach to navigating organisational change. It draws on the whimsy and relatability of gnomes while grounding itself in actionable insights and best practices.

🔑 What GNOME stands for in Change Management – This is a Metaphor found in ‘real life’.

G: Growing Capabilities, Culture, and Innovation
N: New Opportunities
O: Ownership
M: Managed Engagement
E: Employee ExperienceIDEA: Look around your workplace and surroundings… what lessons can you draw to reframe your approach to change, to create relatable anecdotes and lighten the load. Make it real.

Why the GNOME Framework Matters

🎯 Why the GNOME Framework matters:

Creates clarity amidst the complexity of #changemanagement strategies
Turns #changeresistance into engagement, empowering employees to embrace transformation.
Centres on #employeeexperience, the foundation of every successful organisational change.
Helps you focus on creating a Culture of Change

GNOME in Action: Aligned with PROSCI®, ISO 10020, and ISO 42001:2023

Here are a Few Quotes That Highlight the Importance of the GNOME Framework Components for Change Management

G: Growing Capabilities, Culture, and Innovation

Leadership and learning are indispensable to each other. – John F. Kennedy

N: New Opportunities

Do not follow where the path may lead. Go instead where there is no path and leave a trail. – Ralph Waldo Emerson

O: Ownership

It is not only what we do, but also what we do not do, for which we are accountable. – Molière

M: Managed Engagement

The secret of getting ahead is getting started. – Mark Twain

E: Employee Experience

Treat your employees like they make a difference. And they will. – Jim Goodnight

Conclusion: Leading Change with the GNOME Framework for Change Management

The GNOME Framework offers a professional, strategic approach to leading change while keeping the human experience at the centre. Whether you’re a leader driving organisational transformation or an individual navigating personal transitions, the GNOME principles remind us that change is an opportunity to grow, innovate, and connect.

💡 Ready to have a little fun while transforming challenges into opportunities?

The GNOME Framework is a simple way to tell a story, drive engagement, and create a lasting impact in your #leadership journey. Make your change count.

About Tarran Deane | Change Management Strategist in Australia

Tarran Deane is a Change Management Specialist in Australia – Expert Leadership & Transformation Senior Advisor, renowned for helping organisations navigate complex transformations with structured planning, practical execution, and a touch of humour. Based on the Gold Coast, she partners with organisations across Brisbane, Northern New South Wales, and Canberra, bringing over 21 years of expertise in driving meaningful, measurable change.

As a PROSCI® enterprise certified practitioner and transformation specialist, Tarran works with leaders in the Public Sector, Finance, Tourism, Health and Not-for-Profit Disability, Aged Care, and Community Services industries. She is passionate about building organisational agility, empowering leaders to eliminate fear, embrace sustainable change, and delivering outcomes that align with long-term goals.

Through a select number of engagements, Tarran delivers:

Change Management Consulting and contract engagements, typically spanning 1-3 years, focused on achieving long-term transformation goals.
Executive Coaching for C-suite and senior leaders,
Customised Training Programs designed to uplift change capability, and
Keynote Speaking Presentations that inspire and inform audiences.

When she’s not consulting or facilitating, you’ll find Tarran cornering through the scenic hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster motorcycle, spending time with family and friends, or cheering for her favourite riders during the MotoGP season on Kayo.

Connect with Tarran today at TarranDeane.com or on LinkedIn @TarranDeane to explore how she can support your organisation’s transformation journey.

in Change Management

by Tarran Deane

Blending Structure and Agility: How Adaptive Leadership Drives Organisational Change

Blending Structure and Agility: Leadership Lessons from the PROSCI® 2×2 Matrix

As leaders, we know change is a constant. Are we sticking rigidly to frameworks, or are we relying solely on our instincts to sense and respond? As a Change Management Strategist in Australia, I’ve worked in high-stakes transformation roles across multiple sectors. I’ve wrestled with this myself in high-stakes transformation roles, and I understand why it’s tempting—it feels neat and clear. Yet, “how often do we fall into the trap of “either/or” thinking?”, as Tim Creasey, of PROSCI® highlighted recently, reality is rarely black and white.

The most effective executive leaders I’ve encountered—whether in Australia or on the global stage—don’t operate in isolation. They find a way to integrate frameworks, and agility and keeping people at the centre. This is a leadership mindset I’ve embraced throughout my career as a transformation specialist and senior change leader across sectors like government, not-for-profit, consulting, and private enterprise.

The PROSCI® 2×2 Matrix: Leadership in Action

When looking for a trusted Change Management Strategist in Australia, consider the insights the PROSCI® matrix outlines four approaches to managing change:

Haphazard Hustlers: High energy and improvisation, but lacking frameworks. Outcomes are often unpredictable.
Reactive Renegades: Agile and responsive, but without frameworks, they risk addressing only short-term problems.
Methodical Mechanics: Process-driven, with strong frameworks. However, flexibility is a challenge when unexpected issues arise.
Adaptive Architects: Combining structured frameworks with sensing/responding capabilities. This is the ideal balance—offering stability while adjusting to changing circumstances.

When I reflect on this model, it’s clear to me where I fit: the Adaptive Architect—a blend of structure and agility that aligns perfectly with the demands of modern leadership and complex organisational transformation.

How Adaptive Leadership Looks in Practice

Looking back, my career as an executive leader in the not-for-profit sector has been a series of opportunities to balance structure and adaptability, delivering transformation that lasts. As an executive coach and consultant to industries including mining, health, aged care, tourism and finance this was a commercial imperative. It’s certainly a prerequisite as a Change Management Strategist in Australia where we have a relatively small workforce by international standards and a low tolerance of theory that doesn’t translate well at the frontline of day-to-day life at work.

We have to be adaptive.

Case Study: Integrating Frameworks and Agility | Federal Government – CSIRO

Take my leadership at CSIRO, one of Australia’s most iconic federal government organisations. Leading a multi-year ERP SAP transformation, impacting 8,000 employees and 8,800 suppliers, I relied on structured change management frameworks like PROSCI® ADKAR® to plan and execute effectively. But when challenges arose—like extensive customisation issues—I adapted timelines and strategies to meet CFO requirements and immediate team readiness.

The result?

With the training effectively designed and implemented, the entire team collaborated to gather feedback from multiple channels, respond promptly, and analyse metrics. This approach ensured that the post-go-live system and implementation review processes occurred seamlessly and in parallel.

The outcome was a significant improvement in financial literacy and a deeper understanding of the procurement and payment lifecycle. These advances were observed across 34 business units, particularly among early adopters.

The outcome:

While the tough decision was made to revert to the previous decision, we had achieved an increase in change maturity and a powerful level of buy-in that informed final decision-making.

In my work as a Change Management Strategist in Australia, I work with organisations to navigate complex transformations and build individual and corporate agility.

Case Study: Integrating Frameworks and Agility | Local Government – City of Gold Coast

Between 2019 – 2022 I worked full-time with Council of City of Gold Coast, Australia’s sixth-largest local government. There, I led the creation of a People Change Champion Network, which uplifted organisational change capability by 95% amongst 106 participants. PROSCI® provided the foundation, but listening to real-time feedback from team members allowed us to understand impediments to successful change, tweak training and engagement strategies. This responsiveness ensured sustainable success across the organisation, underpinning individual growth and career progression.

Case Study: Integrating Frameworks and Agility | Self-Employed Consultant

As a consultant and entrepreneurial leader, these skills form the foundation of running our company. In my role as a Change Management Strategist in Australia, I empower leaders through methodologies such as Executive Coach, Educator and Conference Speaker. Success in these areas demands the ability to ‘read the room,’ adapt your pacing, and adjust your approach. These skills are essential to effectively support and achieve the mission at hand.

How Strengths Align with Adaptive Architecture

CliftonStrengths: A Personal Perspective Change Management Strategist in Australia

My top CliftonStrengths Finder results align perfectly with this quadrant and underscore why I operate in the Adaptive Architect quadrant as an Executive in Corporate Services and Change Management Strategist in Australia:

Strategic (#1): I identify patterns and focus on what matters most in complex environments.
Maximiser (#2): I elevate frameworks and tools, refining them for the highest level of effectiveness.
Individualisation (#3): I tailor solutions to meet the specific needs of individuals and teams.
Relator (#4): I build trust and strong relationships, ensuring collaboration and lasting outcomes.
Connectedness (#5): I see interdependencies across systems and teams, ensuring strategies stay aligned with broader goals.

Take a closer look at my CliftonStrengths results below:

Source: Tarran Deane, GradDip. Strategic Leadership, PROSCI® Enterprise Change Manager, Executive, Transformation Specialist, Senior Change Leader.

Leadership Lessons for Corporate Services and Beyond

Leadership in roles like Director Corporate Services—or any high-stakes, mission-critical environment—requires this balance of structure and agility.

In the fast-paced world of legal aid or corporate services in Australia, where compliance, resource allocation, and service excellence converge, the Adaptive Architect mindset ensures organisations remain resilient and effective. It allows leaders to optimise resources, empower teams, and remain responsive to the evolving needs of clients and stakeholders.

Source: PROSCI®—Change Management Approaches for Blending Structure and Responsiveness.

As this matrix illustrates, the Adaptive Architect approach balances frameworks with real-time adaptability, which is critical for leaders managing complex organisational landscapes. This mindset has been a cornerstone of my leadership journey, from startups to executive roles in the not-for-profit sector to transforming procurement and payment processes at CSIRO and driving cultural change capability at the City of Gold Coast.

Where Do You See Yourself on the Matrix?

The PROSCI® 2×2 matrix is a simple but thought-provoking tool for self-reflection. Are you more of a Methodical Mechanic, a Reactive Renegade, or perhaps on the way to becoming an Adaptive Architect?

For me, the Adaptive Architect approach has shaped how I lead, influence, and deliver outcomes. What about you? I’d love to hear your reflections. Let’s start a conversation below.

Call-to-Action

Are you ready to embrace the Adaptive Architect mindset in your leadership and organisation? Let’s connect to discuss how structured agility can transform your approach to change and impact. Reach out below.

About Tarran Deane | Change Management Strategist in Australia

Through a select number of engagements, Tarran delivers:

Change Management Consulting and contract engagements, typically spanning 1-3 years, focused on achieving long-term transformation goals.
Executive Coaching for C-suite and senior leaders,
Customised Training Programs designed to uplift change capability, and
Keynote Speaking Presentations that inspire and inform audiences.

Connect with Tarran today at TarranDeane.com or on LinkedIn @TarranDeane to explore how she can support your organisation’s transformation journey.

in Change Management

by Tarran Deane

The Kindness Economy: From the Scoffer and Shamer to the Banker and Butcher

The Kindness Economy: From the Scoffer and Shamer to the Banker and Butcher

This is a story about personal connection that navigates change, builds brand loyalty, and indirectly offers a meaningful return on investment. The Kindness Economy could apply to any person, town, or workplace. Change happens one person at a time.

Are you someone who, with a simple quip, cuts others down? Or are you thoughtful with your words, a ‘cut above’ with your customer service?

Everything changed.

I was scheduled to give my PROSCI® presentation that evening and be assessed to receive my PROSCI® certification. It was 5 December 2019. Earlier that afternoon, I had missed a call from my mum while in class, and I took the opportunity to call her back on my way to my room before dinner and the evening’s assessment with the trainers.

Everything changed.

Her words came out matter-of-fact. She was almost curt. Didn’t want a fuss. Didn’t want any of us rushing down to country New South Wales, acting as if she were dying. She was processing. The call was short. Bad news was delivered swiftly. I stood in the centre of my hotel room, in shock. Mum was calling my siblings next. It would be a shock for them.

Everything changed.

Lesson 1. Everyone is going through something – the Kindness Economy

The Kindness Economy was evident as I quietly approached my course facilitators and shared briefly that I’d received some difficult news. They offered to defer my assessment so I could travel. I graciously declined, knowing Mum didn’t want a fuss and I was at least an 11-hour drive away. Numb yet present, I was awarded the PROSCI® certification and have loved using it since that day.

I left the venue on 6 December 2019 and drove to meet my sister in nearby Brisbane, an hour south-east of where I’d been. Driving through bushfires, ash, and smoke, my car ate up the miles. My sister and I held each other.

Everything changed.

Lesson 2. Hope is a strategy – the Kindness Economy

Facing surgery for life-threatening conditions, my mum was advised to wear a mask if she ‘had to go over town’, as we say in the country. It was December 2019, the height of the Australian summer and months before COVID restrictions hit us.

Everything changed.

Following two life-saving surgeries, my mum has rarely left the house over the past five years, except for medical appointments, errands, and a few family events.

Until recently, when a new doctor offered her hope. She’d need to be on medication for the rest of her life, but she didn’t want that to be front and centre of her mind anymore. She wanted to live. In the past month, she’s started setting more goals. Her aim: to make a solo trip ‘over town’, to browse the shops and perhaps buy a few articles of clothing, something her new doctor encouraged. She’d still need to take precautions, just as many people do when facing major changes in their health.

Everything changed.

The Kindness Economy was alive, and it is powerful.

Lesson 3. Be like the Banker with Words that Build – the Kindness Economy

Every Saturday since early COVID, Mum and we siblings have a FaceTime call. Mum had told us the week prior how excited she was about her solo outing.

On the appointed day, she parked her car, popped on her mask, and walked the short distance to the bank. She knew one of the two ladies behind the counter and waited patiently at the head of the queue for her turn.

Everything changed.

Don’t be that Person – The Scoffer and the Shamer

A man finishing his transaction at the teller glanced up, and Mum faintly recognised him as a retired business owner from one of the town’s retail shops. As he looked at her, he smirked and scoffed. Turning back to the teller, he made a comment, then shook his head at Mum, chuckling as he walked out.

Mum was shocked by his behaviour.

Be like the Banker with Words that Build – the Kindness Economy

As she stepped forward, the teller asked, ‘How are you?’ From beneath her mask, Mum replied, ‘I don’t appreciate being mocked by another customer. No one knows what I’m going through.’

All Mum’s hope for that day shrank. She felt mocked and ashamed, unseen and misunderstood.

The supervisor came over and asked what had happened. The banker replied, ‘Oh, (insert name), I am so sorry.’ They spoke for a short while. Tenderly, Mum’s local bank, who had sent her flowers years ago when she first received her diagnosis, invested once more in the Kindness Economy. They were still doing good.

Holding back tears, Mum left the bank and drove to the butcher, deciding to head home afterward. She felt blindsided, no longer safe or excited, foregoing her long-awaited goal and reward.

Lesson 4. Be like the Butcher, a Hug and a Cut Above – the Kindness Economy

Wearing her glasses and mask, my petite mum looked even smaller, and it must have shown. She ordered lamb cutlets from the butcher, who gently, warmly, and affably asked how her day was going.

‘Fine until my experience at the bank,’ she replied.

He clarified, ‘Who was it? A bank employee or another customer?’

‘No, a customer,’ Mum said.

The butcher wrapped up the meat, took Mum’s payment, then walked around to the front of the counter, opened his arms, and hugged her.

‘Don’t you let those turkeys get you down. You remember that.’

I’ve thought about calling the local radio station to shout the praises of these two individuals.

While Mum still hasn’t gone on an outing to buy her clothes, the scoffer and shamer’s words were overshadowed by the kindness of the banker and the butcher.

Everything changed.

A Reminder….

The Kindness Economy is good for business. This story reminds us that we have good people working in our businesses, organisations and communities. When we genuinely engage with our customers and colleagues, we ‘see’ people. It’s one of the many reasons why ‘change happens one person at a time’.

Everyone wears masks of some kind.

Everyone has the opportunity to be kind.

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes in the Public Sector, Finance, Tourism, Not for Profit Disability, Aged and Community Services. Through a limited number of engagements each year Tarran delivers Executive Coaching, Training Programs and Speaking Presentations in Brisbane, Gold Coast, Northern New South wales and Canberra. When she’s not working you’ll find her cornering through the hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster Motorcycle, connecting with family and friends and watching the MotoGP season on Kayo! To work with Tarran and learn more, connect with her via TarranDeane.com or on LinkedIn @TarranDeane.

This article can also be viewed on LinkedIn: https://www.linkedin.com/pulse/kindness-economy-from-scoffer-shamer-banker-butcher-tarran-kdbic

in Change Management

by Tarran Deane

Change Management – People and Perceptions

So, Last Change Didn’t Go So Well? Let’s Talk About People and Perceptions.

Suppose you’ve been around the block a few times in the workplace. In that case, you know the drill: new change comes in, people nod along, but behind the scenes, there’s a fair bit of eye-rolling, and everyone’s asking themselves the same question: Why does this feel so hard? Whether it’s a new tech rollout, process overhaul, or even just a reorganisation, the pattern can feel painfully familiar. And sometimes, it’s not just the change itself; it’s the way change is managed, and the way you respond to it. Change Management – People and Perceptions – a very interesting mix before the first plan is ever written.

“Resistance is not a call for change to stop, but a sign that people are concerned about how it will impact them.” — PROSCI® ADKAR

Ahhhh… People and Perceptions

So here’s the deal. Let’s first take a look at why perceptions of change managers swing wildly between “thank goodness you’re here” and “who invited this person?” Understanding the good, the bad, and the downright ugly sides of how we experience change—and the people managing it—might just give us the push we need to look at change a little differently.

Understanding Your Change Manager: The Good, the Bad, and the Ugly

Change managers have one of the toughest jobs in the change management process. When things go well, they’re the unsung heroes; when things don’t, they’re often the scapegoats. Here’s what we’re talking about when we say ‘the good, the bad, and the ugly’ of how change managers get perceived during organizational change.

The Good: Champions of Clarity

Good change managers make a difference. They keep people in the loop, clarify why things are changing, and answer the big “what’s in it for me” question. They’re not just ticking boxes; they’re helping make change actually work. They show up, listen, and understand that people need time to get on board.

The Bad: Process-Heavy and Detached

Sometimes, though, it feels like change managers are all about that process. You’ve seen the endless emails, the forms, the plans, the checklists, and the “touchpoints” that don’t touch anything relevant to what you’re doing. When change managers get too bogged down in theory, they start to feel like they’re missing the point—and that’s when people start tuning out.

The Ugly: Receiving Blame for Missed Marks

Then there’s the dark side. As the “face of change,” change managers can sometimes be on the receiving end when things don’t work as planned. They’re often seen as responsible for any disruptions, whether the issues stem from the change management process itself or from unrelated project challenges. This narrow view can turn change managers into easy scapegoats, even when they’re working hard with sponsors, project managers, and key stakeholders to make things go as smoothly as they can.

Why Are We Like This? A Look at Our Own Reactions

Alright, so maybe we’re being a little harsh on change managers here. It’s only fair to ask, why do we often react so negatively to change in the first place? Here’s the thing: it’s not really about the change manager—it’s about us. When we feel overwhelmed by change, it’s often because we’re carrying baggage from past experiences, and we’ve built up a few biases along the way.

You might have “confirmation bias” going on (where you’re just looking for reasons why change won’t work) or “status quo bias” (where doing nothing feels like the safest option). Either way, it’s easy to get stuck thinking, “Here we go again,” instead of giving it a fair shot.

The Secret Weapon: Personal Leadership (Yes, Even for You)

So what if, instead of waiting for the perfect change manager or the perfect project, we took a different approach? Let’s talk about something radical: personal leadership. It doesn’t matter if you’re the CEO or just starting out—showing up with a little personal leadership can flip your experience of change from something annoying to something, dare we say, interesting.

“Leadership is not about being in charge. It is about taking care of those in your charge.” — Simon Sinek

Lead by Example

Be the person who actually reads the updates, gets the basics, and shows a willingness to adapt. People notice, and it sets a tone for others. Leadership isn’t a title; it’s an attitude.

Stay Focused on the Goal

Instead of fixating on how clunky the process feels, keep your eye on the bigger picture. Rally behind the company values and see how this change, however uncomfortable, fits into that mission.

Own Your Part

Accountability isn’t just for managers. Taking responsibility for your role in the change—whether it’s adapting to new tools, supporting team members, or staying flexible—doesn’t just help you; it inspires others to do the same.

Be Open, Be Curious

Instead of “I don’t get it” or “We’ve never done it like this,” try asking questions and getting curious. You’ll be surprised how much just a little openness can change the way you feel.

Step Out of the Comfort Zone (a Little)

Growth doesn’t happen in the comfort zone. Pushing through the awkward parts of change helps everyone around you adapt faster and makes you a stronger contributor in the long run.

Be Welcoming

When organizational values are more than lip service, they show up in how you engage with everyone—including suppliers, customers, colleagues, permanent staff, fixed-termers, and contractors. Treating each person as part of the team and welcoming their ideas, perspectives, and experiences turns change from a top-down directive into a collaborative effort. Plus, it helps new faces, like change managers, feel like they’re working with you, not just at you.

Fact: Research by Gallup shows that teams with high levels of trust and inclusivity are 21% more productive.

What’s the Alternative? The Status Quo?

Here’s the kicker: if we don’t start seeing change as something we can work with instead of against, we’re always going to feel like it’s an uphill battle. So, what’s the alternative? Staying in the same place, missing out on innovation, and waiting for the “right” kind of change to come along? That’s not realistic. The truth is, growth means change—plain and simple.

People and Perceptions: Time for a Reality Check (and a Call to Action)

Let’s get real. The world’s not slowing down, and change isn’t stopping anytime soon. If anything, it’s speeding up. So next time a change is on the horizon, challenge yourself to step up and be the person who rallies behind it instead of fighting against it. It’s not about being a cheerleader for everything that comes down the pipeline; it’s about choosing to be proactive, engaged, and curious.

So here’s the call to action: Try showing up differently for the next change that hits your inbox. You don’t need to love it, but see what happens when you choose to lean in instead of resist. Maybe—just maybe—you’ll find it’s not as bad as you thought.

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes in the Public Sector, Finance, Tourism, Not for Profit Disability, Aged and Community Services. Through a limited number of engagements each year Tarran delivers Executive Coaching, Training Programs and Speaking Presentations. When she’s not working you’ll find her cornering through the hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster Motorcycle, connecting with family and friends and watching the MotoGP season on Kayo! To work with Tarran and learn more, connect with her via TarranDeane.com or on LinkedIn @TarranDeane.

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Navigating Change – Leadership is Changing as Liberal Party Wins Queensland State Election 2024

Navigating Leadership Change in Politics – How You Can Lead Your People, Prepare & Navigate the Political Change Impacts Ahead

Preamble

On Saturday, October 26, 2024, the Liberal Party of Queensland, led by David Crisafulli, secured a decisive victory, marking a new chapter in Queensland, Australia’s political landscape. On October 28, Mr Crisafulli was sworn in as Interim Premier. Source: ABC News.

With any significant political leadership shift comes a mix of reactions, from optimism to apprehension. Some see fresh opportunities on the horizon, while others feel the weight of uncertainty. For those leading teams through this period, preparing for change means understanding that reactions will vary across our people and departments. The following insights will help guide these transitions smoothly, so each of us can remain focused, grounded, and responsive.

Introduction

Leadership transitions, whether in government or in business, inevitably bring adjustments. For Queensland organisations, a new government signals upcoming policy and regulatory shifts, some of which may impact the very fabric of our work and interactions. Facing this, leaders have an opportunity to help their teams remain steady and prepared, especially by addressing both the practical and human aspects of these changes.

In keeping with the PROSCI® ADKAR model, we will approach this change thoughtfully: Awareness of the potential impacts, Desire to engage with what’s ahead, Knowledge of new requirements, Ability to adapt, and Reinforcement of the steps we’re taking. Just as skilled bike riders understand that momentum follows their line of sight, these steps allow leaders and teams to stay aligned with a clear direction, navigating each stage with confidence.

Even as the Interim Premier Michael Crisafulli is the face of the Queensland Liberal party, representatives have stood on stages, and raced in their own electorates – for all parties.

As with MotoGP, Motorcycle Grand Prix racing, leading on the track is made possible with a great team, effective strategy, pre-start checks, regular updates that are relied upon by decision-makers, and the rider themselves, their post-race reviews, critical debriefs and importantly, staying the course.

Being prepared using a consistent approach for what is to come – the next race, the next challenge, the planned and the unplanned – is one way you can minimise stress on your people.

Your people may be impacted in several ways. PROSCI®, a global leader in change management, offers this model to analyse areas where individuals and teams may be affected.

PROSCI® 10 Aspects of a Person’s Job Impacted by Change

Graphic shows PROSCI®-10-Aspects-Change-Impact-Model-150-source_-PROSCI_-Shared by @TarranDeane Senior Change Manager.

PROSCI®-10-Aspects-Change-Impact-Model-150-source_-PROSCI_-Shared @TarranDeane Senior Change Manager.

Here’s what you can do to help your people navigate a change of leadership and direction across these 10 Aspects, using the PROSCI® ADKAR approach:

Building Awareness

Organisation Type	Actions for Navigating Change & Building Awareness
For-Profit	Emphasise economic and regulatory changes relevant to operations, focusing on how this awareness will help employees feel more prepared and in control, reducing uncertainty and stress.
Not-for-Profit	Outline anticipated shifts that may impact funding or policy on social issues. Recognising these factors reduces anxiety, equipping teams with a realistic view of upcoming changes.
Government-Funded	Focus on potential policy-driven restructuring or funding shifts. Clear updates on these help to mitigate concerns around role security and allow teams to prepare effectively.
Recruitment Agencies	Discuss labour market dynamics, focusing on evolving demands. This clarity on sector impacts helps address uncertainty about role adaptability and market positioning.
Public Sector Employees and Contractors	Provide updates on departmental restructuring or policy reforms that could affect job functions. This helps reduce fears of redundancy or drastic role changes by keeping everyone informed.

Cultivating Desire for Adaptation

Organisation Type	Actions for Navigating Change & Cultivating Desire for Adapting
For-Profit	Encourage seeing policy shifts as new opportunities for revenue and growth. Highlighting these positives can reduce resistance by presenting change as beneficial rather than disruptive.
Not-for-Profit	Link policy changes to potential for greater mission impact, focusing on social or community benefits to inspire alignment. Reinforces shared purpose, helping ease anxieties related to funding volatility.
Government-Funded	Emphasise alignment with public service duties, highlighting continuity of purpose in service delivery despite political changes. This mitigates concerns over shifting mandates.
Recruitment Agencies	Inspire teams to view changing workforce needs as opportunities to provide more relevant, high-demand talent solutions. Encourages positive, proactive response to market shifts.
Public Sector Employees and Contractors	Foster a sense of purpose by stressing the role of adaptability in improving public services. Reduces fears of stagnation and provides a hopeful outlook on professional development under new policies.

Equipping Teams with Knowledge

Organisation Type	Actions for Navigating Change & Equipping Teams with Knowledge
For-Profit	Offer training on compliance with new regulations. Skills to navigate these changes improve team confidence, reducing stress from regulatory demands.
Not-for-Profit	Provide resources on new funding, community engagement, and advocacy techniques. Practical tools like workshops reduce uncertainty by equipping teams with tools to thrive in a shifting landscape.
Government-Funded	Training on updated governance standards. Knowledge of these shifts reassures employees of their role stability and relevance, addressing concerns over compliance and accountability.
Recruitment Agencies	Equip recruiters with insights on industry trends and compliance, focusing on sectors most impacted. Knowledge reduces stress by allowing recruiters to pivot and address client needs effectively.
Public Sector Employees and Contractors	Provide clear training on any updated policies impacting operations, roles, or reporting. Knowledge fosters a proactive approach and reduces stress associated with uncertainty in public service.

Empowering Ability to Respond

Organisation Type	Actions for Navigating Change & Empowering Their Ability to Respond
For-Profit	Invest in upskilling teams to ensure they are prepared for new regulations. This helps prevent burnout and builds resilience in adapting to policy and market changes.
Not-for-Profit	Build capabilities in grant writing and programme adaptation. Reduces stress by offering the skills necessary to respond to funding changes and policy shifts effectively.
Government-Funded	Prioritise training that aligns with new public accountability or service delivery requirements. Teams equipped with these skills experience less role-related anxiety and feel prepared for their roles.
Recruitment Agencies	Equip recruiters with tools for understanding changing market demands. Provides a roadmap for adaptability, addressing potential stress over client satisfaction and sector positioning.
Public Sector Employees and Contractors	Provide resources to adapt to new departmental processes and structures. Offering guidance reduces concerns around drastic role changes, promoting job security and personal agency.

Reinforcing Long-Term Adaptation

Organisation Type	Actions for Navigating Change & Sustaining Long-Term Change
For-Profit	Promote adaptability by integrating responsiveness into KPIs. This strengthens organisational resilience and reduces individual stress by setting clear expectations.
Not-for-Profit	Reinforce mission alignment by reviewing strategies and celebrating adaptability. A clear purpose and adaptive culture help alleviate anxieties around policy shifts.
Government-Funded	Use performance reviews to assess policy alignment, emphasising the importance of flexible service. Helps employees feel secure in their roles amid changing requirements.
Recruitment Agencies	Implement continuous training, reinforcing adaptability as a core competency. This reduces stress by ensuring readiness for regulatory and client needs in a changing hiring environment.
Public Sector Employees and Contractors	Encourage a culture of adaptability through regular briefings, emphasising flexibility as a strength in public service. Reinforces stability and reduces stress from constant policy changes.

Conclusion

Responding to change is as much about setting realistic expectations as it is about adapting practically. This new chapter brings both challenges and opportunities, and our collective response will define our path forward. While some may find this shift energising and others may experience feelings of ambiguity or loss, each reaction is valid and deserves a balanced, supportive approach.

As leaders, the way we navigate these changes—respecting both the enthusiasm and the concerns—creates a foundation of respect and professionalism that echoes across our teams and speaks volumes to our stakeholders.

If sustaining team engagement, fostering adaptability, and achieving clear alignment are important to you, consider what you can focus on in your workplace over the next 100 days.

Use the checklist to guide your approach and invest in your team’s readiness for a proactive, resilient transition that meets both individual and shared goals.

About the Author | Tarran Deane

Tarran Deane is a leading change management strategist and advisor, helping organisations navigate the complexities of transformation with thoughtful planning and execution, humour and enthusiasm. As a PROSCI-certified practitioner, she empowers leaders to create sustainable change that delivers measurable outcomes in the Public Sector, Finance, Tourism, Not for Profit Disability, Aged and Community Services. When she’s not working you’ll find her cornering through the hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster Motorcycle, connecting with family and friends and watching the MotoGP season on Kayo! To work with Tarran and learn more, connect with her via TarranDeane.com or on LinkedIn @TarranDeane.

in Change Management

by Tarran Deane

Trick or Treat – Creating a Culture of Change

Creating a Culture of Change – Trick or Treat?

Connecting people to a new way of working, whatever the context can be tricky. Everyone is different and no two people handle or navigate change the same way. Some may treat it like Halloween: A trick or a treat – depending on their previous experience and their psychological disposition towards change.

It’s not enough to write the vision or the business case. People underpin the success of adoption, usage and proficiency.

A strategic change management plan anchored in the overall vision and values of the business can bring together the pieces of the puzzle providing clarity, direction, and alignment across teams regardless of size or industry, benefits from a plan that

The Opportunity for Leadership

Leading change is more than reacting to events as they unfold and ‘dealing with’ (intentional phrase ) that technology scope creep. It’s also proactively planning for eventualities and highlighting risks for decision-makers that position the entity, business and service to make a positive difference.

As leaders, we have the privilege, and responsibility, to inform, inspire, equip and empower our teams by building an environment that fosters innovation, diversity, equity and belonging. Where trust is present and promoted, comprehensive change management approaches that clearly outline goals, timelines, roles, and responsibilities are more meaningful and will highlight a way forward.

This isn’t just for top executives; personal leadership at every level contributes to successful outcomes.

All of us have biases. Our behaviours play out at work and at home. Focusing on work, if you’re a middle manager with a bias towards ‘this will never work’ or ‘it’s someone else’s problem to deal with’, bravely I suggest… you’re at risk of becoming stuck.

Chip Gaines, co-founder of Magnolia and star of Fixer Upper alongside his wife Joanna Gaines, is well known for his values-based approach to business and life, often speaking about change, growth, and perseverance. Here’s a quote from him that reflects his philosophy on embracing change and maintaining a growth mindset:

“The hard work puts you where the good luck can find you.” – Chip Gaines

This resonated with me strongly and led to me incorporating Waco Texas in my Values-Based Leadership Immersion Pilot Trip to the USA. Joined by coaching client and NFP Executive Linda Taylor we visited Zappos [an Amazon Company], Mobile Loaves & Fishes Tiny Home Village in Austin, Fort Worth Historical Centre and Magnolia Silos.

Chip Gaines is a strong advocate for hard work, resilience, and personal growth, rooted in his values of faith, family, and integrity. His journey with Magnolia, starting from a small business to becoming a household name, has been built on embracing change and continuously evolving both personally and professionally. He and Joanna focus on creating spaces and opportunities where people can flourish, always driven by the belief that hard work and intentionality lay the foundation for long-term success.

Chip’s approach to growth and change is about not being afraid of challenges or setbacks but seeing them as opportunities to learn, adapt, and grow. This aligns well with the growth mindset concept—constantly learning from failures, staying open to new possibilities, and letting values guide decision-making processes.

This quote, and his work ethos, highlights the importance of consistently showing up, embracing change, and trusting that with dedication, opportunities will arise, reflecting the principles of values-based leadership and growth mindset.

Let’s take a look at three #casestudies where culture influences change outcomes:

Case Study 1 – IBM | Culture transformation and workforce reskilling
Case Study 2 – Microsoft | collaboration, innovation and inclusivity | Growth Mindset
Case Study 3 – Aged Care and Disability not for Profit Sectors | Transforming culture

Case Study 1 – IBM | Culture Transformation and Workforce Reskilling

“Growth and comfort do not coexist.” – Ginni Rometty

During Ginni Rometty’s tenure at IBM, the company had a strong focus on change management, especially as it underwent significant transformation under her leadership. IBM shifted its business model from traditional hardware and services to focus on emerging technologies such as cloud computing, artificial intelligence (AI), cybersecurity, and quantum computing. Such large-scale shifts required a dedicated change management strategy to ensure successful implementation and employee buy-in.

IBM had a dedicated change management function to manage these complex transitions, which involved structured programs to address employee concerns, resistance, and adoption of new technologies. The company has long used formal change management methodologies, such as the PROSCI® ADKAR model, to navigate changes across its global workforce and operations.

IBM remains a technology giant, but its focus has shifted from the consumer tech space to serving enterprise clients through advanced cloud computing, AI, and quantum computing solutions. While not as visible in the consumer tech market as companies like Apple or Microsoft, IBM is still a major force in industries that require high-complexity, high-security, and large-scale technology solutions

Case Study 2 – Microsoft | Collaboration, innovation and inclusivity | Growth Mindset

“At the end of the day, you bet on people, not on strategies.” – Kathleen Hogan, Chief People Officer under Microsoft CEO Satya Nadella’s leadership.

This quote reflects a strong emphasis on valuing people and understanding the impacts when navigating change.

Microsoft has a dedicated focus on change management as part of its #enterprisetransformation and customer solutions. #Microsoft integrates change management into its internal operations and its clients’ services, recognizing that successful technology adoption requires effective people-centric change strategies. Here’s how Microsoft approaches change management:

Microsoft Internal Change Management

Microsoft has undergone significant internal transformation over the years, particularly since Satya Nadella became CEO in 2014. His leadership brought a cultural shift toward collaboration, innovation, and inclusivity. Kathleen Hogan, as Chief People Officer, has been instrumental in driving these changes. The internal change management team focuses on:

Cultural Transformation: Promoting a growth mindset, encouraging learning, and embracing failures as part of innovation.
Digital Transformation: Managing employee transitions to new technologies, cloud platforms, and digital tools.
Workplace Flexibility: Adapting to hybrid work environments and creating inclusive and supportive policies for employees.

Change Management Frameworks: Microsoft uses best practices, including change models such as #PROSCI®, to help clients plan and execute large-scale technology changes.
Partnering with Change Leaders: Microsoft often collaborates with third-party consultants and change management professionals to assist enterprises in adopting digital tools.

Microsoft does have a robust approach to change management, both internally and externally, offering clients tools, strategies, and guidance to ensure successful technology adoption and digital transformation.

It always comes down to people.

Case Study 3 – Aged Care and Disability Not for Profit Sectors

Patricia Sparrow, a well-known leader in the aged care sector and former CEO of Aged & Community Services Australia (ACSA):

“We must continually strive for a system that supports not just care, but dignity and quality of life for our elderly and vulnerable.” – Patricia Sparrow

Patricia Sparrow has been a key advocate in the aged care sector, particularly in the wake of the Royal Commission into Aged Care Quality and Safety 2021 and the Royal Commission into Violence, Abuse, Neglect, and Exploitation of People with Disability (since 2019 – ongoing). These commissions uncovered significant failings in the care provided to older Australians and younger people with disabilities, leading to a strong push for systemic reform.

During her leadership at ACSA, Sparrow highlighted the need for a complete overhaul of the system to focus on quality, dignity, and respect, rather than just basic care. The Royal Commission into Aged Care brought to light issues such as underfunding, workforce shortages, poor-quality care, and neglect. Sparrow’s advocacy emphasized the importance of investing in a well-supported, properly trained workforce and creating environments where vulnerable individuals, particularly the elderly and those with disabilities, can live with dignity.

The Royal Commission reports led to widespread acknowledgement that change management in this sector is not just about meeting regulatory requirements, but also about transforming organizational culture. This involves implementing new care standards, improving training, and incorporating technology for better service delivery while always centring on the dignity of the individual.

Connection to Change Management:

Like change management efforts seen in tech companies like IBM and Microsoft, aged care and disability service providers now face the challenge of adopting reforms following these Royal Commission findings. These reforms require strategic change management to:

Align care values with new regulatory frameworks.
Implement new technologies (such as electronic health systems) to improve care oversight.
Train and support a stressed workforce while managing resistance to change.
Address stakeholder concerns, including those of residents, families, and regulatory bodies.

In this context, leaders like Patricia Sparrow advocate for a human-centred approach to change, ensuring that both staff and residents feel supported during these transitions. The focus on dignity, respect, and quality of life reflects a deeper, values-driven approach to change management in the aged care and disability sectors, aligning with the emotional and ethical considerations highlighted in the Royal Commission.

The Challenge Questions for You

I’d like to ask you a few questions and extend a challenge:

Do you know the cyber security constraints in your organisation and whether they will allow you to use a cloud-based Portal e.g. PROSCI® #Proxima or the #ADKAR Dashboard?While there are a range of change management tools on the market and offline spreadsheets, this suite of PROSCI® change resources have been simple and unsurpassed in my view. Offering the ability to create groups by work unit or teams etc ADKAR cloud-based #employeesurveys can be deployed at intervals throughout the project and change #lifecycle. It is possible to demonstrate with your change champions or relevant stakeholders the cumulative shift for impacted individuals / teams revealing hotspots where more care and attention is required. #Microsoftforms can’t do that.If they do, PROSCI® Change Managers are off to a headstart.If they don’t, Change Managers will have to work even harder to capture data and ensure voices are heard in a consistent way, at each and every stage of the project to map progress within their organisation. Established ICT, EPMO, and ECMO departments may be able to assist with alternatives or enquiring about the cloud-based tools e.g. PROSCI® Enterprise Licensing. Oh, and by the way, I’m not an affiliate. I’m a fan of excellence, progress and safety and find these resources a brilliant companion when working on projects and people and culture initiatives.

How detailed and adaptable is your change management plan?A good plan is a living document, bedded in the business case and organisational values. It has a clear target audience i.e. reader. It adapts and evolves as the organisation moves through different phases of change. The real test of a plan’s value isn’t its existence but its review and execution. Ask yourself—can your change team follow the plan under pressure, or does it fall apart when obstacles arise?

Empathy: The Struggle is Real

I’ve seen organisations launch multiple change initiatives with enthusiasm, only for them to falter because the plan was either too rigid or too vague, or the most common, not read and/or under-resourced for the scale of the change. Both are disheartening and erode confidence in the way changes roll-out in the workplace. It’s not about blaming but learning and bravely qualifying expectations and quantifying capacity to meet those targets.

Without a roadmap, it’s easy to lose direction, especially when things get tough. The key is to build a plan that not only sets a clear direction but also allows for flexibility in the face of challenges. I understand how difficult it can be to get buy-in from every stakeholder and to align their diverse interests.

A Way Forward: Building a Change Management Plan

Make change less scary for people. Create an effective suite of change management plans, start by addressing the following elements:

**Clear Objectives**: Begin with a strong vision. Define what success looks like for your organisation. These objectives should align with your #strategicgoals and be both measurable and adaptable. Ensure your #BusinessCase and #Projectscope are made available to your #ChangeManagers and #ProjectBoard keep working closely with your Senior Responsible Officer, Executive Sponsors and Project Managers.
**Stakeholder Mapping**: Identify who will be impacted by the change and map out their roles and the degree of #changeimpact. Engage them early in the process to ensure you address their concerns and gain their support. This #engagement is particularly advantageous when researching the #feasability of a change initiative before the decision is made to go ahead with it. End users and #subjectmatterexperts can provide valuable insights on a pathway or provider that informs decision-making and minimises resistance to enhance #userexperience (#Ux) and #customerexperience (#Cx) outcomes.
**Communication Strategy**: A key part of your plan should involve a robust communication strategy, with clear roles and responsibilities (beyond the writing task) that ensures all parties stay informed throughout the change process.Using the PROSCI® CLARC Model, consider the roles of Communicators, Liaisons, Advocates, Resistance managers and Coaches. I call them my CLARC Kents or #changesuperheros. Single change managers can’t do everything without something giving way. If you are the change manager, keep drawing in your leaders and developing the Change Champions Network.Clarify who’s on your comms team: Corporate Affairs, frontline support desk, departments and reception? How will you convey important messages? How often will you check in with your stakeholders? Where is the plan document held – #Microsoft #Sharepoint #Teams #offlinedrive #Confluence #Atlassian? Are permissions set correctly? What are the approved naming conventions to make searchability a breeze?I loved my colleagues in Corp Affairs at CSIRO, especially Sally Crossman who worked tirelessly with passion, finesse and humour on one of the toughest projects we’ve rolled out, and rolled back.
**Training and Support**: Plan for ongoing training to help employees develop the necessary skills and confidence to embrace change. This is critical for sustainable adoption of new systems and processes and significant change may well take 9 months – 3 years to be embedded due to the behavioural change required as a result of significant process, system or location changes. It becomes tricky if there is a rushed go-live after final system testing and no opportunity to pre-release sessions to a broader audience before expected adoption kicks off. Some folks may feel spooked by this as it is not a comfortable way of working. If you need to publish it, ‘near enough and out there’ with a scheduled version 2 training update can prepare the way in fast-paced environments.As Eleanor Roosevelt said, “you must do the thing you think you cannot do.”
**Monitoring and Adaptation**: No plan is perfect from the start. Regularly schedule feedback gathering sessions and / or participate in Project Board Governance (if permitted) or attend #Projectstandups and #scrums.These channels enable you to monitor progress against the plan using tools like #Atlassian #JIRA #MicrosoftForms #interactivesurveys #meetingminutes #pageviews, page likes etc. and be ready to make adjustments as you receive feedback from your team and stakeholders.Formal inhouse #eLearning metrics can also be provided by your Learning and Development Team (if your business has one) or completion rates for off-the shelf programs.

Hot Topic Scenario: When your change timeline is rushed, quantify the effort required.

A significant challenge many organisations face today in their #projects is #scopecreep as a result of ‘things’ not panning out the way they were initially documented. This could be faulty baselines, narrow #businessanalys #situational #political #environmental factors or system, technology or infrastructure shortcomings.

If you’re concerns are not being actioned and you feel compelled to run with particular timelines that don’t sit well with you continue to act with integrity, ensuring you’ve conveyed the important elements, knowing ultimately, some decisions are out of your remit.

A change management plan can’t cover every scenario. That’s simply unrealistic.

Psychologically, several cognitive and neural factors influence how people engage with a significant change in the workplace, no matter how well-written your change plans are:

Cognitive Dissonance: When change disrupts routine, employees experience discomfort as their beliefs or actions conflict with the new direction. They may resist change to reduce this dissonance.
Neural Pathways: The brain forms habits through repetitive behaviours. Change challenges these established neural pathways, creating initial resistance as the brain adjusts to new patterns.
Fear and Uncertainty: The amygdala, which processes fear, becomes activated when people feel unsure about a new situation. This can trigger fight, flight, or freeze responses, leading to reluctance or avoidance.
Cognitive Load: Changes that require significant mental effort can overwhelm employees, especially when juggling multiple tasks. Simplified, clear communication and training reduce this cognitive overload.
Loss Aversion: Psychologically, people fear losing something they value more than they desire gains from the new change. This emotional bias can cause reluctance to adopt change.

Quote:

“The greatest danger in times of turbulence is not the turbulence—it is to act with yesterday’s logic.” – Peter Drucker

Instead, taking into account the following:

Current state (as is) (today) vs. Future state (to be) (tomorrow) for each work area depending on the scale of the change and leverage the PROSCI® ’10 Aspects of a Person’s Job Impacted by Change” checklist. It’s a personal favourite.
Shared values, cascaded across the business (not separate ones for each work area)
Strategic plan of the organisation
Operational plan for the department/business unit
Cascading down to the work area
Cascading down to personal responsibility within an individual role and performance appraisal

your planning for change needs to reflect the nature of your workplace, dynamic requirements of the change initiative, and complexities of managing teams, both remote and in-person, with quantifiable available (hu)man-hours.

This involves creating adaptable schedules, ensuring seamless technology integration, and offering flexible working arrangements while maintaining productivity and engagement. Incorporating these factors into your plan will increase the likelihood of a successful and smooth transition to hybrid work.

Working together, and hard, can be fun when you’re moving forward.

Call to Action

Now is the time to build a change management plan that truly works for your organisation.

Take a step back and ask yourself,

Are our organisational values referenced in the workplace as a behavioural measure that supports the way we do change?
Is our change approach directly aligned to our overall business case?
Are our plans textbook paperweights or clear, flexible, and actionable?*

If not, take the time to revisit and refine it. Progress over perfection. Near enough, excellent and out there is better than 90% done and stuck in a drawer. Momentum matters.

Communicate with your immediate team regularly. They won’t feel tricked or spooked.

The plan – and the relationships – you build today will shape the success of your change tomorrow.

Looking back they’ll remember how you TREAT-ed them!

About the Author | Tarran Deane

in Change Management

Tarran Deane author, Transformation Specialist and Change Professional, Ducati Enthusiast on her Ducati 600

by Tarran Deane

Managing Resistance to Change – Lean In, Stay Upright

I grew up with the smell of racing fuel and talk of track days. You need resistance to propel you forward.

Little wonder then years later I progressed from my bicycle to horses, dirt bikes and Ducati motorbikes – and weekends watching the MotoGP season. Last Sunday’s race was a cracker!

Navigating change resistance is kind of like riding bikes.

You can’t ride these machines the same way.

You can’t ride your bike and someone else’s at the same time.

You can run alongside someone while their training wheels are on and point them to a great course to develop their safety skills.

But, you have to ride your own bike in life.

Sometimes you’ll stack it (technical term), slip in the gravel as a kid and scrape the inside of your ankle on the metal pedal.

You’ll get your license and drive responsibly, perhaps be tempted to ‘put your pedal to the metal’.

But here’s the thing. If you are wise, if you appreciate the task at hand, if you are a good steward of workplace assets you’ll notice things.

You’ll become aware of your surroundings, and your desire to understand will override the fear of falling or failing to deliver.

You’ll choose to ride your bikes together as a team, and get to know how the machinations of your workplace well, work.

You’ll get a feel for the environment and test yourself without being ‘testy’ with others, even when it comes time to really lean into change.

The bumps and scrapes are all part of the joy of living and the privilege of doing life together, out on the track.

The savvier you are at navigating change the more ‘positive resistance’ becomes your friend.

Using the strength of resistance, increasing mental resilience and knowledge of the conditions, MotoGP rider Jorge Martin’s post-race interview in Lombok Indonesia had me thinking.

Excerpt from article on MOTOGP rider Jorge Martin's recent Lombok Indonesia win.

Issues Martin describes are applicable in workplaces navigating historical change and resistance that with careful skill and personal responsibility can drive skilful adoption, and use the conditions to propel you forward in the change process.

Catch the MotoGP interview here: https://lnkd.in/gEziti8K

Resistance isn’t bad. When the rubber meets the road, it’s a necessary part of the change journey.

Lean in and stay upright.

About the Author

Tarran Deane author, Transformation Specialist and Change Professional, Ducati Enthusiast on her Ducati 600

Tarran Deane is an accomplished transformation specialist and change management leader and advisor, with a focus on helping organisations achieve sustainable transformation. As a PROSCI-certified practitioner and Grad Dip. Strategic Leadership, Tarran has led successful change initiatives across diverse sectors, empowering leaders to inspire and guide their teams through the complexities of change.
Tarran still works full-time connecting people to purpose and delivering change outcomes.

For fun…
When Tarran’s not busy with work you’ll find her riding through the hills near her home on her Ducati 800 Monster, watching MotoGP races on Kayo, intentionally catching up with family and friends, and trying to sing in key!

Connect with Tarran at www.TarranDeane.com or on LinkedIn @TarranDeane.

in Change Management

Blog post thumbnail image for How-to-Measure-Change-Success-with-Tarran-Deane-Director-Change-Management-and-Transformation-Specialist-PROSCI®-Certified-21-years-Experience-Public-and-Private-Sector

by Tarran Deane

How to Measure Change Management Success

My Dad was a builder. He’d often say, ‘measure twice, cut once’.

When it comes to leading change, success needs a plan. You need a scope of work with a clear view of organisational history and the foundation you’re starting from.

It’s a lot like building. Without a plan, tracking people progress in parallel to the workplace system, process or cultural changes the project team are working on, may be flawed. You’ll be off by degrees and trying to recover lost time. You’ll be chasing your tail and measuring more than twice!

Organisations spend time, money, and energy implementing change initiatives, but without measuring the ‘right things’, how can you tell if your data and efforts are on track or if you’ve truly made a difference?

The Opportunity for Personal Leadership

This is where individual, personal leadership comes into play. As change leaders, we don’t just roll out processes and expect results; we track, evaluate, and adjust our approach to ensure stakeholders are prepared as much as they can be, are able to manage the change phase when it’s deployed and have what it takes to sustain it into business as usual.

Every employee, no matter our role, has the opportunity to demonstrate leadership by understanding the nature of change and measuring the success of change within their area in ways that embrace organisational values and unity, going beyond the superficial.

Success is not simply about completing a project on time or within budget.

The Challenge Question

Here’s a question I invite you to reflect on: What does success really mean for your change initiative? Is it the number of people engaged, communicated with or trained? The systems put in place? Or is it something deeper—like the shift in culture, behaviour, and mindset across the organisation?

And are people digesting the findings of the assessments and interval reporting?

We often get caught up in ticking boxes—did we launch on time, did we stick to the budget?

But success in change management is that and much, much more. It’s about transformation. Have we truly embedded the change within the organisation, or is everyone just waiting for things to go back to ‘normal’? And what happens if they do go back to a pre-go-live state?

Empathy: The Struggle is Real

I understand the pressure you’re under. It’s easy to feel overwhelmed by the need to show quick wins, and sometimes it seems like the only way to prove success is by focusing on the short-term metrics—like adoption rates and immediate feedback. But true change takes time, and the results we’re looking for may not always be instant.

As a change leader, it’s crucial to balance the short-term gains with long-term impact. I’ve seen many organisations struggle with this. They launch new systems or processes, celebrate the rollout, and then… crickets. Months later, they wonder why things have drifted. That’s because success isn’t measured at the finish line of implementation—it’s measured in the weeks, months, and even years after.

When the technical solution, system or process change is the right fit for the business and delivers on the integration promise, then the successful speed of adoption, utilisation and skill proficiency occurs over time, one person at a time. That needs a whole lot of patience and bold leadership.

When the technical solution, as good as it may be, still requires too much customization or simply cannot be made to fit, bold leadership makes the tough call and rolls back. That decision also requires long-tail support and resoluteness to understand and measure employee capability gains while maintaining your strategic focus on the future. This experience will form part of ‘historical change’ and can be incorporated in the next round of Change Readiness Assessment data.

A Way Forward: Building a Measurement Plan

So, how do we ensure we’re measuring what really matters?

1. Define Success Early:
Right from the start, you need to define what success will look like. This isn’t just about operational metrics like ‘how many people were trained’ or ‘how many systems were rolled out.’ Think deeper—consider how the change will impact behaviours, decision-making, and overall organisational culture.

I’ve been using the PROSCI® Change Readiness Assessment tool for many years and I find it incredibly valuable whether I’m involved from the very start of a change initiative or stepping into an in-flight project, leadership role or consulting gig. It asks all the right questions. This becomes your building block to measuring change success.

2. Identify Key Performance Indicators (KPIs):
Develop KPIs that reflect both the immediate and long-term outcomes. Immediate KPIs might include system usage rates or the number of employees completing training. Long-term KPIs should focus on behavioural shifts—are people adopting the new processes without reverting to old habits? Are employees more engaged, and is productivity improving as a result of the change?

Have conversations with your Project Governance Board, ask the right questions. Does the budget provide for post-go-live adoption support if the technology solution won’t be ready to roll out until the eve of go-live? What does that look like? Once you have clarity on it, you can set about measuring change success.

3. Set Milestones Along the Way:
Create checkpoints throughout the change process, not just at the end. Regularly assess how things are going. Are people engaging with the change? Are there early signs of resistance or adoption? Adjust your strategy as needed based on real-time data.

I’ve used a bunch of measurement tools from Excel dashboards, to periodic online ADKAR Surveys and the PROSCI® advanced PROXIMA Dashboard for practitioners. I like the ADKAR Dashboard for its cumulative tracking and visibility of people shifting from red to green. Great resources and reporting is made easy. Be sure to check with your cybersecurity team for permission to use these tracking tools and connect them with the national liaison for PROSCI® to ask about enterprise solutions that meet requirements.

4. Involve the Whole Team:
Measuring success isn’t just the job of the project lead or the executive team. Everyone involved in the change must clearly understand what success looks like and how it will be measured. PROSCI® research confirms most employees will need communication and direction from their immediate supervisors and the big boss for benefits to be realized. That’s why activating change sponsors and ambassadors is critical to empowering your frontline to prepare, manage and sustain the changes in their work areas.

Tip: Design communications that are crafted for target audiences in multi-channel formats so information is mobile-friendly, and can be digested on the fly, in a way they like to process info e.g. take that written communication and do a talking head video over it. Post the hyperlink in multiple locations that can be accessed on the internal intranet and by external logins e.g. Microsoft SharePoint or Atlassian Confluence.

5. Use Both Quantitative and Qualitative Data:
Numbers are important, but they don’t tell the whole story. Combine quantitative metrics (like adoption rates, and performance data) with qualitative feedback (employee surveys, interviews) to get a well-rounded view of how the change is truly being received and integrated. This is where storytelling comes in. I like using the AI integration tool ‘CrystalKnows’ which provides wordsmithing tips for key personas.

Hot Topic Scenario: Hybrid Work and Change Management

Let’s talk about a real-world scenario we’re all facing: hybrid work. Many organisations are grappling with how to measure the success of hybrid work models. Is success measured by the number of people returning to the office, or by how well teams adapt to working in a flexible environment? The challenge here is not just about counting heads—it’s about assessing engagement, productivity, and employee satisfaction in a more fluid and dynamic work setting. This will no doubt be an interesting season ahead for the likes of Amazon and Tabcorp as reported in The Australian Financial Review.

Consider this: If employees feel more empowered, more engaged, and are able to leverage technology, create connections, and balance work and personal life better with a hybrid model, isn’t that a success in itself? Sometimes, the best metrics aren’t the ones that appear in spreadsheets—they’re the ones reflected in your employee retention and attraction rates and the behaviours and well-being of your people.

Call to Action

If you’re working with a Change Manager they’ll be asking you, “What’s in your business case? What are you hoping to achieve? How will you know we got there? What does good look like?”

If you want to ensure the success of your change initiatives, you need to start by measuring the right things. Don’t just aim for quick wins and surface-level metrics. Dig deeper. Ask yourself, What will success look like in six months? In a year? Define your KPIs early, check in often, and involve your entire team in the process. It’s not enough to implement change—you need to make sure it lasts and help your people to be successful too.

Anything else, is setting people up for disappointment when we’d prefer to be building people up.

So, take the first step today by identifying the key metrics that will truly define success for your organisation, and start measuring the real impact of change.

Sound like a plan?

About the Author

Thumbnail image of Tarran Deane, Director, Change Management and Transformation Specialist PROSCI® Certified, 21 years Experience, Public and Private Sector

Connect with Tarran at www.TarranDeane.com or on LinkedIn @TarranDeane.

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in Change Management

by Tarran Deane

Bravery and the Customer Experience During COVID

I’ve never considered myself exceptionally Brave.

And yet there is a special kind of bravery I see in the midst of COVID that goes beyond the frontline health workers and those calling the shots, however well intentioned. And while I’m not entertaining a debate about the vaxxed vs. the unvaxxed, I am calling out those folks who challenge those who are exempt from vaccinations, who driven by fear, cause those in the community to feel like second class citizens.

It’s time for an ethical and verbal stocktake of our behaviour towards one another after I accompanied a family member today to a retail outlet where the customer service agent misguidedly tried to embarrass her by asking to see her medical exemption for not wearing a face mask.

I am proud of my family member for boldly standing up for herself and stating, “You can’t ask me that. It is against the privacy act”. The sales lady waved a piece of paper in front of her and my relative walked out.

I understood both perspectives but even so, there are better ways to communicate and engage even through the challenges of navigating the COVID curve.

Here’s what I think we could all think about doing better in our businesses and community:

Check your SARS information and government requirements, roles and responsibilities, and check it again, before you sneer or speak out to customer or colleague
Check your own unconscious bias and think about what you’re about to say BEFORE you speak. You don’t even know that other person!

My own admission

Here’s what I mean, early 2020 when COVID first ‘broke’ and media outlets were starting with the mass broadcast of doom and gloom, fear and dread began to creep into our psyche’s and I for one found myself looking at tourists in our holiday community, thinking, “they’re too close! Why are they walking so closely?” Even as I passed them in my car. Suddenly I self identified as policing a stranger. Now two years on shopkeepers, hospitality and employees are pseudo-policing their peers and customers.

Same thing happened in the Warsaw Ghetto’s. Different enemy then but a similar human trait when it encounters fear. React, shame, polarise.

Your fear, my fear, safe hygiene practices and individual responsibility does not give people permission to lord it over others or diminish their worth.

Let’s continue:

Be quick to apologise when you’ve spoken out of turn – not to a random third party but to the person you directly impacted, affronted or falsely accused
Be diligent with your own thought life, keeping a close check on perception vs. reality. After all real relationships are fact finding and perception can be like FEAR:
F-alse
E-vidence
A-ppearing
R-eal
Keep a mixed group of friends and colleagues that bring diverse perspectives to the conversations if you’re committed to genuine inclusion.

The last two years it’s been about COVID. The next 12 months might introduce other global factors.

If we lift our gaze above the current pressures and are genuinely committed to ethical, inclusive, values-based business then let’s be better human beings.

Oh and my relative, well she boldly called the manager of that retail outlet who agreed with her; they had no right to ask for it. The manager then spent time with her team member who’d made the scene.

I came back into the store that same afternoon, spending $900. It’s almost a sale they missed out on and their reputation could have been damaged. The team member recognised me and apologised, tearing up, stating she “didn’t have the right information” and she “has an elderly Dad” and “some other customers were in who’d been really rude.” I empathised saying, “COVID’s been hard on all of us and each of us are going through something we know nothing about. Thank you for your apology.”

Let’s remember, long after COVID leaves us, the community we live in belongs to ALL of us and we each have the right to privacy and dignity.

Let’s trust each other and believe the best of people because we’ll all need time, grace and an extra shot of BRAVERY to get through the change curve.

@TARRANDEANE is a leading change and engagement specialist who’s focusing on BOLDLeadership during 2022. Learn more about Tarran when you visit her LinkedIn Profile.

in Change Management / Community / Customer Experience / Engage / Leadership / Self-Mastery

Culture Leadership begins with Emotional intelligence - bit.ly:TarranBooks-EmotionalIntelligenceEbook

by Tarran Deane

Which Will You Choose: Door 1 or Door 2 | The Risk and Reward of Anticipation

I was having a conversation recently with a client about the power of anticipation; its risks and rewards. If you’ve had staff that have developed a reputation for being negative, moaning about changing or plain pessimistic, it’s reasonable you’d find it disappointing and frustrating.

You might be one of these Leaders, moving quickly, stumbling straight into unconscious bias and slap bang into resistance.

In a fleeting moment Resistance gives you TWO options:

Door One: Resistance that frustrates progress, erodes culture and drains you of energy.

Door Two: Resistance that provides opportunity for you to lead through the tension, grow in your capability, and dare to believe for the best in every situation.

The Risk and Reward of Anticipation

The next time you’re into the swing of a change process, delivering direction or negotiating, DECIDE beforehand how you will ANTICIPATE resistance. Wise Leaders think about what they’re thinking about, pursuing wisdom and developing their understanding of themselves – and others.

Make’s me all kinds of happy when Leaders do this. There’s great strength in being intentional and anticipating through faith in yourself AND your team

DOOR 1: your heart rate will change, you’ll be expecting a negative response from the other party/ies and you’ll be giving off all these tense vibes (not so technical word lol), and that’s what you’ll attract.

negativity
push back
fear
uncertainty
time delays
economic impact
poor reputation management
erosion of culture via gossiping
and all kinds of weird irrational responses from one or two problem-generators

If, however, you anticipate DOOR 2: then you’ll walk in expecting the best, geared with positive self-talk, aware that it may not be smooth sailing, but hey, “we got this people!” you’ll be:

honouring your stakeholders with truth
naming the elephant in the room
articulating the change and situations they may encounter, providing them with options of their own to work the plan and embrace the vision, values
equipping them with key phrases
challenging them to develop their critical thinking skills
developing internal leaders that have increased confidence, assertiveness and capability

The leaders that choose to walk through DOOR 2 on a regular basis, well they’re happier leaders, they know when to make the minor adjustments guarding against being emotionally hijacked, and confidently lead their teams according to company values and clever thinking.

Emotional Intelligence

Learning more about how we think empowers us as Leaders. recognising the impact of fatigue and stress on our cognitive function as it bubbles up out of our mouth, spilling out onto the relationships in our world is now a moral imperative. Too often, people have a short fuse or are bound up by fear and bias – conscious or unconscious, and don’t stop to think about what they’re thinking about. That’s a mistake.

Grab this key resource to enhance your thinking and how you anticipate communications
bit.ly/TarranBooks-EmotionalIntelligenceEbook

Ideally as Leaders you’ll be creating a safe environment to have robust conversations that promote accountability, anticipating people will walk with you, towards a shared vision. And, for those whose path may lay in a different direction, they may create a door of their own, or through due diligence and genuine care…. you may just have to show them another kind of door….

And yet, imagine if we were rewarded with the best fitting people for the role and the season of the business, simply because we thought twice about how we anticipate reactions.

With experience and wisdom, you’ll learn how to communicate more effectively, manage your own thinking and practice the power of positive anticipation.

That would indeed be a just reward.

Shall we become a little wiser, a little less ready to be offended, Tarran Deane

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“Shall we believe the best in others? I think that makes life a whole new level of lovely.” Tarran Deane

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Shall we become a little wiser, a little less ready to be offended, and a whole lot more inclined to believe the best in others? I think that makes life a whole new level of lovely.” Tarran Deane

About Tarran Deane & Corporate Cinderella Leadership Development Company
We work with leaders and business owners across diverse sector to increase capability, confidence and competence, deepening connection and commercial success for our clients.

Tarran is our mighty leader and we’re inspired by her passion for people and the power of connection. Everything she does is intentional – except when big dogs come up to her Jack Russell, then her alter ego is at risk of coming out.

Everyday, consistent efforts will enhance your outcomes and give you a greater sense of joy.

This is a leadership lifestyle. Not a quick fix.

Grab your copy of her eBook right here >>> bit.ly/TarranBooks-EmotionalIntelligenceEbook

To Learn More About Working with Tarran Visit:

Training Courses – Click Here
Leadership Programs – Click Here
Executive Advisory & Change Consulting – Click Here
Conference Speaking – Click Here

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in 004. Culture Leadership / Change Management / Communication / Critical Thinking / Executive Coach

by Tarran Deane

Change Management – Leadership Book by Tarran Deane

Now There’s a Book That Deals with Change Management and Real Life @ Work! THE ALPHABET PRINCIPLE: Your A-Z Guide to Being a Compelling Leader

Fulfilling, and at times incredibly consuming, downright frustrating and challenging, many individuals find themselves torn between executing well, rapid change, limited resources and conflicting personal values. If this is you, you’re not alone!

Change Management is an ever-increasing hot topic!

In her new book “THE ALPHABET PRINCIPLE: Your A-Z Guide to Being a Compelling Leader”, Tarran Deane hits the shift key and spells out 26 short ,sharp chapters that today’s leaders must get a handle on if they’re to cut through the whispered frustrations of today and lead strategically and tactically in the fast pace of change, artificial intelligence and real life @ work.

During Change Management projects and rollouts, redundancies and evolving roles, the threats to leadership are many:

lack of self-awareness and identity
increasing sense of isolation and avoidance of real issues
rapid pace of change, contextual and critical
demands of honouring and juggling family responsibilities
opinions and judgements versus reconciliation and relationships
political correctness and offence gone made versus real conversations, grace and grit
chasing the numbers and losing the dream to name but a few!

It’s time to put a stake in the ground, look up, and declare “I can do better! We can do better! We are in this together and if we’re to step boldly into the future, we must get over ourselves, learn what makes each of us tick, stand on values and run towards the future, proactively bridging the gap between artificial intelligence and internal silos. It’s time for grace and grit to rise up and lead like we mean it! Every word, gesture and deed matters. Be compelling.”

Change management must stop being reactive and give considered thought to being proactive. Most focus has been on frontline and minimising union involvement or rocking the boat, while senior leaders and executives, nut out strategies behind closed doors, wanting the best for the team and broader stakeholder group, while feeling hamstrung by problem generators and squeaky wheels. We want leadership empowered, seen as real people, doing the best they can and daring to have the straight forward conversations that spell out behavioural expectations, leading to greater growth in followers, and relevant rewarding results for the business.

Working with leaders from companies and organisations like BHP, United Nations Office for Outer Space Affairs, Pilots, Ministers, Emergency Services, Executives, Enterpreneurs and even the McDonalds Junior, highlights that change impacts us all in pretty much the same way. The difference lies in determining the stakes, having each other’s back supporting the change, delivering on instruction and debriefing effectively and appropriately.

Dealing with change management is woven throughout The Alphabet Principle. Grab your copy today so you can highlight, write in it, fold the corners over and maybe even wave it under the nose of someone at work saying “See this is what I’m talking about!”

ABOUT THE AUTHOR:

Tarran Deane is an international leadership speaker, change consultant and executive coach who knows what it takes to lead as a former national executive of a $55million not for profit organisation and now, maverick entrepreneur. Purchase your copy of “The Alphabet Principle: Your A-Z Guide to Being a Compelling Leader” at www.tarrandeane.com/alphabet while stocks last!

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BUSINESS OWNER

Tarran’s ability to quickly understand and empathise with my business situation is a true testament of her knowledge and experience. Tarran clearly conveyed strategies that I was able to implement immediately to create a positive effect on my business and me personally.

Danielle Mackenzie

General Manager Quality & Risk / LifeLine Australia

When I was offered the opportunity to have an executive coach, Tarran Deane was THE person top of mind. As a national executive in a high profile organisation, with complex dynamics, Tarran is the person who guided me through the season, who helped me clarify focus and direction and equipped me to navigate it. My team directly benefited as a result. I highly recommend every executive having a high-level Coach and Mentor. My recommendation is Tarran Deane. Brilliant.

Michelle Keenan

Clinical Nurse Coordinator / Queensland Health

"Thank you Tarran you are a brilliant Leader and Coach. I've received so many benefits from my time with Tarran, the most important were the development of resilience, confidence and emotional intelligence in my Leadership roles. Words cannot express my gratitude. I am glad you are in my corner"

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CEO / Rural Lifestyle Options

I have had the pleasure of working with Tarran on a number of occasions and WOW seems to sum up my experience perfectly. I have benefited from one on one coaching and Senior Leadership team building workshops with Tarran where she encouraged me to understand my personal values and how these impacted my thinking and decision making when working with my team.

Ron Pauley

Faculty Librarian / University of Southern Queensland

"Imagine receiving a new appreciation of life's challenges, a deeper respect for others, and a stronger focus on personal values... Imagine gaining renewed inspiration and motivation to accept personal responsibility for leadership in work, life and family... Imagine awakening to a holistic view of, and approach to, a work-life balance that encourages evaluation and renewal of personal vision, goals and priorities... do this and you have a glimpse of the profound impact experienced when working with Tarran."

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Personal Brand Expert / Jane Anderson Speaks

When someone asks me who I think is an extraordinary female leader, Tarran Dean's name is one of the first names I say. Tarran is world class, eloquent, and her genius lies in being an intentional leader, bringing the best out of others. Tarran is a true inspiration as she is the living example of what she speaks about, writes about, and coaches on. For those who are fortunate to work with Tarran, they will level up, step into their conviction and become a leader worth following.

in Book - The Alphabet Principle / Change Management

Change Management

How Psychological Safety & Engagement Drive Successful Change: An ADKAR Approach

Awareness – Hello? Do you know what’s going on?

Desire – We need your engagement | Are you willing?

Knowledge – Want to be safe? We need to ‘smarten-up’

Ability – Willing and able, but do you have capacity for it?

Reinforcement – Don’t waste your time.

The Bottom Line | Stay safe out there people

Want to integrate this approach into your change strategy?

About Tarran Deane | Change Management Strategist in Australia

The GNOME Framework: An Innovative Change Management Approach

Introducing the GNOME Framework for Change Management.

Why GNOMEs? A Memorable Metaphor with a New Purpose

The GNOME Framework: A Unique and Strategic Tool for Change Management

Why the GNOME Framework Matters

GNOME in Action: Aligned with PROSCI®, ISO 10020, and ISO 42001:2023

Here are a Few Quotes That Highlight the Importance of the GNOME Framework Components for Change Management

G: Growing Capabilities, Culture, and Innovation

N: New Opportunities

O: Ownership

M: Managed Engagement

E: Employee Experience

Conclusion: Leading Change with the GNOME Framework for Change Management

About Tarran Deane | Change Management Strategist in Australia

Blending Structure and Agility: Leadership Lessons from the PROSCI® 2×2 Matrix

The PROSCI® 2×2 Matrix: Leadership in Action

How Adaptive Leadership Looks in Practice

Case Study: Integrating Frameworks and Agility | Federal Government – CSIRO

Case Study: Integrating Frameworks and Agility | Local Government – City of Gold Coast

Case Study: Integrating Frameworks and Agility | Self-Employed Consultant

How Strengths Align with Adaptive Architecture

CliftonStrengths: A Personal Perspective Change Management Strategist in Australia

Leadership Lessons for Corporate Services and Beyond

Where Do You See Yourself on the Matrix?

Call-to-Action

About Tarran Deane | Change Management Strategist in Australia

Lesson 1. Everyone is going through something – the Kindness Economy

Lesson 2. Hope is a strategy – the Kindness Economy

Lesson 3. Be like the Banker with Words that Build – the Kindness Economy

Lesson 4. Be like the Butcher, a Hug and a Cut Above – the Kindness Economy

A Reminder….

So, Last Change Didn’t Go So Well? Let’s Talk About People and Perceptions.

Ahhhh… People and Perceptions

Understanding Your Change Manager: The Good, the Bad, and the Ugly

The Good: Champions of Clarity

The Bad: Process-Heavy and Detached

The Ugly: Receiving Blame for Missed Marks

Why Are We Like This? A Look at Our Own Reactions

The Secret Weapon: Personal Leadership (Yes, Even for You)

Lead by Example

Stay Focused on the Goal

Own Your Part

Be Open, Be Curious

Step Out of the Comfort Zone (a Little)

Be Welcoming

What’s the Alternative? The Status Quo?

People and Perceptions: Time for a Reality Check (and a Call to Action)

So here’s the call to action: Try showing up differently for the next change that hits your inbox. You don’t need to love it, but see what happens when you choose to lean in instead of resist. Maybe—just maybe—you’ll find it’s not as bad as you thought.

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Navigating Leadership Change in Politics – How You Can Lead Your People, Prepare & Navigate the Political Change Impacts Ahead

Preamble

Introduction

PROSCI® 10 Aspects of a Person’s Job Impacted by Change

Here’s what you can do to help your people navigate a change of leadership and direction across these 10 Aspects, using the PROSCI® ADKAR approach:

Building Awareness

Cultivating Desire for Adaptation

Equipping Teams with Knowledge

Empowering Ability to Respond

Reinforcing Long-Term Adaptation

Creating a Culture of Change – Trick or Treat?

About the Author

The Opportunity for Personal Leadership

The Challenge Question

Empathy: The Struggle is Real

A Way Forward: Building a Measurement Plan

Hot Topic Scenario: Hybrid Work and Change Management

Call to Action

About the Author

The Risk and Reward of Anticipation