The phases of change

'Without people consistently holding each other accountable, the goal naturally disintegrates'

Skip Prichard retired last June after five years as president and CEO of Ingram Content Group, where he reorganized and repositioned the global publishing services business. He is now a keynote speaker and author on topics such as leadership, personal development, corporate turnarounds and the future of publishing.

Last December, Prichard sat down with Jim Huling, one of the authors of The Four Disciplines of Execution. The second part of their conversation focused on how organizations embark on change and how the 4DX system can help them.

Prichard: Much of leadership is influencing people to change. You talk about the stages of changing human behavior. Would you explain these and is there one stage more difficult to move through than the others?

Huling: Because changing human behavior is such a big job, many leaders face challenges when installing the four disciplines of execution. We’ve found that most teams go through five distinct stages of behavior change.

• Stage 1: Getting Clear – The leader and the team commit to a new level of performance. They are oriented to 4DX and develop crystal-clear WIGs —wildly important goals — as well as lag and lead measures and a compelling scoreboard. Although you can naturally expect varying levels of commitment, team members will be more motivated if they are closely involved in the 4DX work session.


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