"Feedback Vehicle" is the pillar that ensures those impacted by change or transformation have a path for input and then those in positions to address the feedback act upon that input, and it encompasses the method and frequency of feedback gathering. Providing opportunities to submit feedback supports ongoing engagement, which is important for change success, and as a change leader, you cannot sit idly and expect feedback to be offered.

You have been meticulous in your planning. All the necessary conversations have been had and the purpose and direction of the impending change have been released to the masses. Now, the team is putting its collective head down to bring the change to fruition. Everything is good to go from here…until everyone forgets the change’s purpose and goals.

The Plan of Attack pillar of transformation looks at the whole of the change process and focuses on the early questions that must be answered to move toward successful implementation.

Have you ever been stuck in a seemingly never-ending question cycle with a young child? For every answer, there is another “why” or question that attempts to pry into the secrets of the universe. As we mature, that innate curiosity and need to question everything in most adults fades or is suppressed. Maybe it is the need to conform to professional expectations or simply the desire to keep the proverbial pot unstirred. The diminishment of asking “why”, however, does not reduce the importance of having the question answered. Answering the “why” is an excellent way to discover new ideas and catch perspectives or issues that were previously unknown.

As in other areas of life, uncertainty and the unknown can be scary. When an organization undergoes change, there may be a significant amount of uncertainty. You can almost guarantee the people impact will be greater than leaders will anticipate. This leads to the next transformation pillar: education. Akin to communication's value in a transformation, education helps bring the sunlight to those shadows to reduce the unknowns and get a transformation started on the correct foot.

Organizations that empower their employees can create a more fulfilling people-focused culture, but that places more strain on the middle and lower hierarchical levels to manage change both up and down. Change leaders must not only work on transitioning teams and individuals to a new state, trying to ensure nobody is left behind while maintaining a positive outlook and culture, they must also keep other leaders focused on the change's goals and encourage them to be active participants in leading their areas to the finish line. This likely includes managing up to high levels in the organization. For "managing up" to be successful, leadership simply saying they are on board is not enough; they must also walk the walk to show their personal investment toward a successful outcome.