So how did your map turn out? It's a great tool, this mapping tool, it's fairly straightforward to do it individually, because we have our own perceptions around how we see things. It's much more value to have this conversation and draw these maps collectively. And this is a very fluid map, it can change weekly, it can change daily. So it's a really both simple tool, but also a helpful one to do. Perhaps it's every month project teams use these and find them very helpful.

Middle management teams use these, find them very helpful. supervisors can draw these with their own employees, and you'll find them very helpful. So now, the last thing I'd like you to do is to finalize this plan that you've been building throughout our time together to keep people moving forward together. Everybody on the bus headed in the right direction. You can go back to your map that you just created. Start with those people who were in the old world, what do you need to do to get and keep their attention?

How would you help people who are not embracing the strategy? folks who are confused with the alignment and the implementation of all the changes? How do you help them? And what about people who aren't letting go of the old ways? or struggling through that time in between? How can you help them?

And how can you ensure everyone successfully deals with the integration? And how do you keep people in the new world involved by supporting stragglers? That's what needs to be done to keep your map in motion. And it really is all about that framework for leading change that systems perspective, starting with the big picture, simplifying, engage the strategy, align and implement the major changes. lead people through transition, enhance communication everywhere. Figure out where the people aren't keeping Moving forward.

That's the work of leading change. My guess is as we've shared all of the content in this particular workshop, that a lot of this sounds familiar, my hope is that you know, a lot of this and I'm sure you do. But the thing is, it's not what you know, that counts. It's what you do with what you know, that makes a difference. I work in a lot of organizations with very smart people who have done more work and more workshops on change and leadership than I probably have. And I've been at this for quite a while.

The question isn't how smart you are. The question is what you do with those smarts? What are you going to do to lead everyone in your organization through change more effectively. Take that last map that you've drawn around where people are on the journey, and get this action plan and make some last final notes on this. So push pause. Fill in your action plan.

Okay, that action plan now should be fairly full. Let's wrap this up and see if we can't bring some closure to all of our conversation here. I really appreciate you hanging in with me this long for this leading change course. A few things for you to remember this action plan that you've just created, I would strongly encourage you to keep it close at hand for the next while, the next few weeks next month or so whatever is required. Enjoy that article that you can download. There's many other helpful resources you might find at last week press.com, the publishing company and if there's any way I can help at all, contact me directly, and I will do everything I can to help.

Thank you, again for joining me