• Identify the need for change: What is your goal for change? What would it look like if that change had come about? If people can understand the 'why' of change - i.e. a problem that needs to be solved, a situation that needs to be improved - it is easier for them to buy into it. Intellectual appeals - data and analysis alone - are not sufficient. Change also requires emotional energy. Getting the right appeal for change is critical to success.
• Are people ready? Reflect on readiness for change and create the conditions where change and innovation can flourish, rather than rushing into action and/or designing programme interventions without the relational groundwork.
• Understand complexity: Have you considered the diversity of your stakeholders and how the change will affect all the members of your system? People are intersectional – they are part of complex, interconnected web of individuals with different needs, interests, priorities, influences and previous experiences and start from there. Understand that change is most likely to spread through networks and communities of practice rather than just relying on compliance.
• Create ‘investors and influencers’ in change by engaging people as early as possible in the change process and ensuring the desired outcome is a shared outcome. Who are the small number of key stakeholders who, if properly engaged, could lead the various change efforts? Key influencers are opinion leaders and should be treated and respected as leaders to enable change to happen. When we ask people to ‘buy-in’ to change, it is too late in the change process and resistance is more likely to be encountered. Research has identified that typically 3% of employees are the ‘key influencers’ who drive conversations with 85% of the other employees. These influencers can be identified by asking a range of people in the organisation or the system who is most influential among their peers. When we draw an organisational chart based on key influencers and ability to influence change, it may look very different to the official structure. Key influencers who operate from the centre of a network often have significantly more power to lead change than those with formal authority.
• Create the opportunities for people to talk. Social connection/discussion is 14 times more effective as a way of influencing people for change than approaches such as written word, best practice databases or toolkits. Value diversity of thought. Role of formal leaders is to create the conditions and get out of the way.
• Tell a story: How might we frame the issues in order to engage each of these? Framing is the process by which leaders construct, articulate, and put across their message in a powerful and compelling way in order to win people to their cause and call them to action. Effective framing is a critical first stage to creating the conditions that lead to change. The aim is to move people to ‘step off the pavement’ and change from bystander to committed participant. Framing is the process by which we create a compelling message that connects with values and motivates others to engage in change. While facts and analysis stimulate the mind, to really engage people in the hard work of change you must go to the heart as well. By developing skills in storytelling (narrative) we build our ability as leaders to draw from our own experiences and values to inspire others to join us in action.  Consider whether you can create an Elevator Pitch using such tools as Monroe's Motivated Sequence. Your mind-set as a leader is central to success with framing the change:

Speak with others in an appreciative way about what they think is important.

Accept that people do what they do for a reason that makes sense to them.

Avoid cynicism or assuming bad motives on the part of others

Frame your change proposition in a way that appeals to shared values and shared purpose.

Be genuine and make sure you believe in the case you are making.

Ensure your framing covers the dimensions of diagnostic (explaining the cause of the problem you are tackling), prognostic (painting a picture of a different future) and motivational (creating an urgency for change and call to action). Frame the messages about the vision for the future.

Show, don’t tell; make the story vivid, authentic and memorable.

Use a story that is personal or where you have a unique perspective.

Practice telling your story to colleagues and seek feedback.

Find ways to link your own story with that of your colleagues, partners and teams You will know that your story is effective when you hear others recounting it to you, or telling similar stories of their own.

• Involve people from design to delivery rather than asking their opinion afterwards – ensure people who are potential adopters get engaged in the design right from the start (principles of open innovation and co-production). Involve people who have experience of the topic area. Ensure there is engagement at all levels of the change programme.
• Provide fuel for change. the most frequently occurring result is that the change effort runs out of energy and fades away. Therefore, building energy for change for the long haul is one of the most important considerations for leaders. As an approach, energy for change deliberately seeks to tackle the social, spiritual and psychological domains, to complement the attention given to physical and intellectual aspects.
• Use a model for change: leaders are more likely to be successful in their efforts if they work with an explicit model or theory of change (see Change Management Tools)

The Art of Change Making, Leadership Centre (2015)

Leading large scale change: A practical guide, NHS England (2018)