The final variable in Gleicher’s Formula is “F” = A plan for the first concrete steps that can be taken towards achieving or materializing your vision of the future state (change).  As you recall from my prior posts, Gleicher’s Formula is:

C = (DVF) > R

where C=Change, D=degree of dissatisfaction with current state, V=the vision of what can be done and what is possible, F=A plan of the first concrete steps that can be taken towards materializing this vision, and R=Resistance. For a review of R = Resistance as well as the “D” and “V” variables, you can visit some of the previous posts on these topics including  “Who is Ready for this Change?” and “Assessing “D” = Degree of Dissatisfaction with the Status Quo”, and “Does Your ‘V’ision include Dorothy, Toto, the Wizard, and Munchkins?”

Having a plan sounds like one of those “duh, obviously” points, but then again, it is really not that uncommon for change execution planning to assume that everyone knows the steps to actual change or for the planning to omit specific first steps towards achieving the desired future state. 

Value of First Steps
Before outlining the essentials of what you should consider when constructing those first steps = “F”, let’s examine the value of doing this. What is the value of creating clear first steps towards the desired future state:

  • It greatly helps individuals to know where to start in the process of learning something new or embracing new concepts, processes, etc.
  • It is clear rather than ambiguous and everyone is on the same page.
  • First steps build confidence and guiding each step along a pre-arranged path raises the overall odds of success.
  • You can arrange the steps intelligently to build upon each other.
  • You can measure progress more effectively and better control the timeline when      completing one step at a time as milestones.

That makes sense, right? Again, I doubt that any of you give no thought to creating steps in some form. I believe that what happens in many instances is that change planning fails to capture this and communicate this clearly. In other words, you know the steps in your head and it makes sense, and perhaps a few others can see the steps clearly, but there is a failure to plan these out and communicate these clearly to everyone as you launch your change initiative. Can anyone communicate too much during any change initiative? It is highly doubtful!

First Step Essentials
I want to finish by listing the essential pieces of defining “F”. When defining “a plan of the first concrete steps that can be taken to achieve your future state (change),” the following should serve as a checklist of the essential pieces required:

  1. The very FIRST step should be crystal clear to everyone involved. This first step should almost be a chant for those involved. Seriously, long before you pull the trigger on the start of your initiative you should already be making clear what the first step is going to be.
  2. The first step should have some concrete form of measurement in terms of      completion/attainment.
  3. For any manager involved, the first step should be their top priority and tied to their performance review.
  4. Direction, encouragement, coaching, and any evaluation for completing this first step      should come from direct managers and not seemingly just be coming from the “top”. Managers must believe in the change program and be the front line cheerleader and coach for change. (So, in some situations, managers would BE the first step!)
  5. Completion of the first step should result in recognition, however small that might be, from a direct manager (whether for a group or for individuals and whether simple praise in a team meeting or a gift certificate).
  6. EACH step after the first step in the process should have 1-5 considered as well.

You now have the whole formula:

CHANGE happens when the ((Degree of Dissatisfaction with the Status Quo) * (Vision for what is possible – future state) * (First clear steps towards achieving the future state)) are greater than the RESISTANCE, or:

C = (DVF) > R

I hope that for your next project, you will reflect back on this and spend some time discussing these various elements and how they factor into the particular change you are championing.