COMMENTS about this page: This is an outline I have used here in the US and overseas in working with mission leadership. There might be some thoughts you can use. This has worked well with me.

Premise: Changes have to be made. People fight change ... Change is threatening ... rarely accepted without controversy! Changes can be made and accepted with a positive response ... it's just in knowing how.

Rationale: When leadership finds changes must be made, the change or changes must be made in a non-threatening way.

Develope a process for implementing change ... an effective process with a mini-mum of resistance on the part of your people.

1. Evaluate the change and need for change. Look at every aspect. Think ahead! If change is necessary, anticipate the problem areas and the people who will resist the change. Always plan change to be implemented as far in the future as is realistic. Never, never is change to be an impulsive short sighted act! Always go slow! Develop your rationale with care ... make it reasonable, simple, understandable, workable and consequently easy to sell.

2. Leak the possibility of a change in the future. (your general direction of change, not specifics,) Leak it to your leadership and influential people first, and evaluate their reaction. Consult them. (Discuss your rationale for this general change) Leak this possibility of change publicly. Evaluate the reaction ... as to the speed and approach you will use to implement the change. You might have to modify your change at this point.

3. Sell your anticipated change ... specific change, based on the need for change to your leadership, persons of influence and your people. Work hard to sell the reason for the change more than the mechanics of the change.

4. Announce the date for the change. Be sure to make the date in the distant future, so people can/will adjust to the possibility of change.

5. Get with the people that will most be effected by the change, reinforce the need for change , the benefits of change and help them understand the mechanics of the coming change. Assure them of your help in implementing the change.

6. Listen for the hold-outs ... those who are apt to fight the change. Spend time with them in selling the coming change. Ask for their help in implementing this change.

7. Implement the change ... on the exact date and time!