When a new change project kicks off, it can feel like there’s too much to do and not enough time to do it.
Leaders want results, the project team is ready to move, and the Change Practitioner is often handed a long list of tasks — many of which feel urgent.
But here’s the truth: not everything matters equally. If you only have time to do a few things, focus on the actions that will reduce the greatest amount of people-related risk.
As Jeanenne LaMarsh, founder of LaMarsh Global, used to say, “You can do a change plan on a cocktail napkin.” The key is knowing what’s most important to capture and basing your plan on the amount of potential risk to the project.
If you only have time to do three things, start with these: the heart of the Managed Change™ Methodology.
- Identifythe Change — Clarify What’s Changing and Why
Before you plan activities, you must understand what’s really changing — for the organization and for its people. This step is about clarity and alignment.
Start with conversations:
- Talk with the Sponsor. Ask what success looks like, why the change is necessary, and what outcomes matter most.
- Review the business case and project documentation. Look for what’s defined clearly and what’s still vague.
- Engage the project team. Ask what they understand about the change and what questions they’re hearing from stakeholders.
This gives you both the “official” story and the “working truth” — what people actually believe the change is about.
Once you have this information, summarize it simply: what’s changing, why it matters, who it affects, and what success looks like. That one-page snapshot becomes the foundation for every conversation and plan that follows.
- Analyze the Risk — Understand Who’s Impacted and Where Resistance May Arise
Now that you know what is changing, the next step is to find out who is changing — and how they’re likely to respond.
This is where Managed Change™ really differentiates itself: we treat resistance as a risk that can be predicted, measured, and managed.
Here’s how to do it:
- Map your stakeholders. Use the Key Role Map to see who will be directly and indirectly affected.
- Gather insights. Host focus groups, short surveys, and one-on-one conversations to understand readiness, concerns, and assumptions.
- Listen to the rumor mill. Informal chatter often reveals real worries that haven’t surfaced through formal channels.
- Compare perspectives. Ask leaders what they think people are worried about — then test those assumptions with actual Targets.
You don’t need a massive research effort; you need enough data to see the risk patterns. Where is willingness low? Where is ability lacking? Where is sponsorship weak? That’s where your early energy belongs.
- Mitigate the Risk — Focus on What the Targets Need Most
Once you’ve identified the key risks, the goal is not to eliminate them all at once, but to address the most critical ones first.
This is where change comes to life. Design activities and events that are laser-focused on your Targets, the people directly impacted by the change.
That might include:
- Small group discussions where Targets can ask questions and share concerns.
- Quick “day in the life” demos that show what their new work will look like.
- Job aids, videos, or micro-learning sessions timed to when the change actually hits.
- Check-ins or office hours to help people practice and build confidence.
The most successful practitioners don’t stop there — they build feedback loops into every step. Use pulse surveys, listening sessions, or informal hallway conversations to capture what’s really happening on the ground.
That feedback provides real-time intelligence on how your activities are perceived and whether new risks are emerging. Adjust as you go, that’s what keeps your change plan alive and effective.
Final Thought
If time is tight — and it almost always is — focus on what matters most.
- Identify the Change so everyone agrees on the “what” and “why.”
- Analyze the Risk so you know where people may struggle.
- Mitigate the Risk by supporting the Targets directly and keeping feedback loops open.
Those three steps may fit on a cocktail napkin, but they represent the foundation of every successful change effort.
As Jeanenne LaMarsh taught us, the size of your plan doesn’t determine its power — its relevance does. Focus on the risks that matter most, and you’ll guide your organization to its Future State with less resistance, less confusion, and more confidence.
👉 Looking to strengthen your organization’s change capability?
Join our next Managed Change™ Workshop or connect with our team at change@lamarsh.com to learn how to build a simple, data-driven change plan that works — even when time is short.
