Enable people to engage with the change and to define what it means to them as individuals and as a member of their team and of the organisation as a whole. People are more fulfilled and achieve more when they are motivated by something greater than themselves.

Develop leaders who live the change leadership principles themselves and help others do it too. Half of the success of a new strategy or change depends on how it is lived and led [Higgs and Rowland, 2008]. Leaders’ beliefs, behaviours and commitment ripple throughout the entire organisation.

Make it easy for people, individually and collectively, to ‘hold the mirror up’ and explore how others see them. This enables people to make new choices in how they think, feel and behave on a personal level and as part of the organisation.

Encourage people to examine and explore resistance and, rather than seek to remove it, work with it and harness its energy. “Where attention goes, energy flows” [James Redfield] … and things change.

Describe what the future looks like and develop, implement and evolve the dynamic process to get there.

Engage as many relevant people as possible in the creation and implementation of change. “People feel five times more committed to what they have created” [McKinsey, 2009].