How to Coach Yourself and Others Essential Knowledge For Coaching | Page 202

6--Generate and celebrate near-term wins. While significant
change is typically a long-term undertaking, people need to
know immediately that their efforts are having some impact.
This is much like the overweight person who decides to lose 50
pounds over the next year. After a week of struggling with a new
food plan, a dieter wants to know that she's dropped a few
pounds Without that near-term win, she'll become discouraged
and drop out before the long haul. So, celebrate your near-term
wins. If you decide to open an off-campus center for adult
students, people on the main campus need to be aware that the
center is successful and that adults are enrolling. And if you are
smart, you'll also tell them how the revenue from that new
center is going to help them in their day-to-day activities.
7--Anchor change in the organization. Change begins with
people, but it is institutionalized through artfully developed
policies and procedures, realistic budgets, measures of success,
and ongoing training. You simply cannot ask people to change
without giving them the tools to change. This support must be
real, obvious, and given freely. At the same time, people who opt
not to change must be dealt with or their recalcitrance will
spread. One of the quickest ways to undermine change is to
ignore people who will not embrace--and even sabotage--the
change initiative.
IN A NUTSHELL ...
Educator and philosopher Clarke Kerr once wrote, "The major
test of a modern U.S. university is how wisely and how quickly it
is able to adjust to important new possibilities." Bottom Line? It's
all about change.
TWO TOMES ON CHANGE
There Ore a great number of books on change, but my two
favorites are:

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