Good change management drives the STRATEGY forward. By using change management for your change initiatives, you are living the TRATON Core Values that put people in the center.
Managing change focuses on the preparations needed to build confidence within the people who are impacted. We are all human beings after all, and we have both rational and emotional needs to address as we go through a change so that we may feel prepared to make the transition.
|
To learn more, visit the NEW Change Management page The work of managing and leading change starts with YOU. To be successful in your initiatives, you’ll find inspiration and resources to support you on your journey.
|
||
|
Training – Empowering Transformation Are you navigating change in your role or leading others through transformation? Our TRATON Change Training program offers practical tools, insights, and support to help you manage change effectively. |
LEADING SELF & LEADING OTHERS
|
Leading Yourself Through Change: Why It Matters In times of change—whether personal, professional, or organizational—your ability to lead yourself becomes a critical foundation for resilience and growth. Change often brings uncertainty, discomfort, and ambiguity. By actively leading yourself, you take ownership of your mindset, emotions, and actions. This means staying curious, adaptable, and focused even when the path ahead isn’t clear. |
|
Leading Others Through Change: Why It Matters Change can be unsettling, but strong leadership turns uncertainty into opportunity. When you lead others through change, you provide the clarity, stability, and inspiration people need to move forward. It’s not just about managing tasks—it’s about guiding people through emotions, resistance, and new realities. Effective change leadership helps teams: Stay aligned with purpose and direction & Build trust through transparency and empathy |
THREE KEY CONCEPTS TO SUPPORT CHANGE
1. AURA: The rational journey from awareness of the change adoption
The AURA framework is a structured approach to managing change within an organization and is designed to optimize the management of change and desired outcomes.
Check out the Leaders Checklist for Change. This checklist assists People Leaders/Line Managers with identifying potential barriers to employee buy-in and/or change adoption.
2. The Change Curve: Understanding and addressing people's emotional needs throughout change.
The Change Curve created by Elizabeth Kubler-Ross is a model that illustrates the typical emotional journey people go through when facing a major change or loss. It was originally developed to describe the emotional stages that terminally ill patients go through, but it has since been applied to many different types of changes, including organizational change.
3. Resistance & Reactions to Change
Different forms of resistance are quite often the first reactions we experience to deal with while initiating change. Change management expert Rick Maurer, has developed a model that helps identify the type of resistance you might have to deal with and provides tips on how to handle the different types of resistance.
| Learn more about the 3 key concepts on The Tube |
CHANGE SPONSOR
Why Change Sponsors?
Serving as a Change Sponsor is an important role and can be a critical obstacle to success if not fulfilled.
According to PROSCI, “...Executives and senior leaders give the change credibility, authorize funding and resources, and perform important employee-facing activities. People in the organization look to these individuals at the top to demonstrate why the change is necessary and perform...”. Click here to access the full article.
“...Effective executive sponsorship is the greatest contributor to successful change, according to all nine of Prosci’s benchmarking studies. Yet 50% of executives don’t understand their sponsorship roles and how to lead effective change...“.
Sponsors possess diverse knowledge, skills and unique perspectives that enable the change and its prioritization.
On large projects, Change Sponsors tend to be Executive or Senior Leaders, but can come from any level in the organization, depending on the change effort.
What does a change sponsor do?
- Actively & visibly communicates and engages throughout the change effort with those who are impacted.
- Authorizes the change and secures the needed resources for the change to become a reality
- Builds a coalition of support for the change with peers and managers
Change Sponsor Best Practices
The change sponsor role requires alignment between what the Sponsor SAYS and what the Sponsor DOES. You have to walk the talk. People look to the sponsor and other leaders to understand what behaviors are rewarded and allowed during change.
The change sponsor must be approachable by everyone impacted. You should be visible, open to questions and comments, and consistently able to find the right balance between demonstrating empathy and expecting results.
Change sponsors need to build and nurture relationships and coalitions with their peers and reports to support the change AND maintain its priority within the organization.
Change sponsors can help the Change Team focus on "the right" things that help make the transition a success. Examples include:
- Implementing metrics to monitor adoption progress through time
- Ensuring that a variety of 2-way communication channels are set up to meet the needs of the of people impacted by a change
- Supporting celebrations of achievements and wins along the way.