Sales & Markeitng Management publishes a great and informative e-newsletter, but I cannot seem to find the "online" version of it. If someone does find it, please send a link to me via the comments on this item.

The Art of Change - A step-by-step guide - from the Sales & Marketing Management Newsletter

What keeps senior executives awake at night? It's not the economy. It's not financial performance. It's change. A study by Booz Allen Hamilton shows managing change is a top priority for managers. But many are unsure about how proceed, especially when it comes to dealing with the human side of change.

"Most leaders contemplating change know that people matter. It is all too tempting, however, to dwell on the plans and processes, which don't talk back and don't respond emotionally, than to face up to the more difficult and more critical human issues," according to the report, "Ten Guiding Principles of Change Management."

To that end, the report offers a ten-step plan:

1. Be systematic. Dealing with change issues on a case-by-case basis puts
speed, morale, and results at risk. A formal approach allows for a
speedier and smoother process.

2. Start at the top. It's important for change to begin at the top of an
organization – and on day one of the change process. Eyes will turn to the
CEO for leadership, strength, and example.

3. Push change down. Each layer of the organization must have leaders that
can implement change down through the ranks.

4. The vision thing. Leaders must be able to communicate the compelling
need for change, demonstrate faith in the outcome, and provide a road map
for the organization.

5. Create ownership. Involve people in crafting solutions. This helps to
foster support for the overall goals.

6. Overcommunicate. Tell a consistent story through multiple, redundant
channels.

7. Focus on culture. Be clear and direct about the cultural behaviors you
want to see. Develop a baseline through a cultural diagnostic and then
define a desired end-state.

8. Do the cultural assessment early on. Too many firms assess the cultural
landscape late in the change process. Make it an early move.

9. Prepare for the unexpected. No change program goes completely according
to script. Consistently reassess the impact of change efforts.

10. Speak to the individual as well as the institution. Individuals will
need to know how their work will change and what will be expected of them.
Involve people in the change process, and provide visible rewards and
reinforcement for embracing change.