Throughout my career — as a chief financial officer in companies small and big, as a corporate and nonprofit board member, and today as CEO of a fast-growing privately held startup — I’ve learned becoming a change agent. It’s a badge I wear proudly, and one which includes taught me as to what works as well as what doesn’t when managing change.

Every change initiative is unique, nevertheless the truths about creating change succeed are, in general, exactly the same. Here I’ve collected 10 truths about change management. Consider them like tools in the toolbox — you must have them close at hand, you have to know using them and also you have to determine the best time for it to pull them out and hang the right results. That’s the progres agent’s main work.

1. Change is approximately people.
I lead a computer software company that provides a game-changing connected planning platform. Even though I have faith that technology can help our organizations grow, evolve and improve, change management is ultimately about people. As leaders, we have to set the example in the change we wish from the people around us. Because the great NBA coach Phil Jackson said, “You can’t force your may on people. If you would like these to act differently, you need to inspire these to change themselves.” Only if you help individuals change is it possible to hope to change an organization.

Related: 5 Principles for Dealing With Constant Change

2. Spend some time.
Some changes are quick, but real, transformational change can — and frequently must — take years. We’re all amazed with how much quicker things change in Silicon Valley, as well as the ability to react fast may be important survival. But, changing hearts, minds and ultimately culture (see No. 1) often can’t be done with the snap of the fingers.

3. Produce a vision.
Stake out in which you want a transformation to look at you early in Buy Change Management Books. Understand what success looks like. That doesn’t mean every item has to get fully baked from Day 1. In reality, watch out for doing that — given it means you haven’t engaged the people who you ought to get up to speed with you. And don’t be rigid, because that may impede of success. (More about that in the bit.)

Related: 5 Ways CEOs Can Empower Teams to formulate Collaborative Workplaces

4. Engage your stakeholders.
This really is central to selling the vision you established. Find out the individuals who is going to be afflicted with the progres, and obtain them involved and dedicated to the job and it is success.

5. Acknowledge tradeoffs.
When people are motivated to change, keep in mind the effects. Think of it like pulling the loose thread on a shirt — sometimes it may cause some control to leave. If you add resources — dollars, people, space or something different — to at least one project, try and know very well what might take a back seat. And time is the ultimate finite resource, when you ask a superstar who’s already working at ability to take action extra, know that her productivity in their own “day job” should be shifted.

6. Work with the willing.
Few people within your organization will probably jump in the progres train. That’s natural; a lot of people could have means of thinking and dealing which might be incompatible using what you need to accomplish. So, while it’s maybe the least fun section of change management, sometimes you need to generate new individuals who share up your eyes, and let go individuals who don’t. I don’t have to explain how staff changes can be very expensive, nevertheless the costs of misalignment and wasted time on resisters are really much greater.
7. Overcommunicate — and after that communicate more.
I’ve used every medium you can think of to talk about change. Town halls, emails, newsletters, intranet sites, videoconferencing, collaboration tools — every one has an area. In some cases, it’s appropriate to discuss internal change with others beyond your business, even perhaps everyone. For instance, each of us were transforming Cisco’s finance department from your number-crunching machine right into a strategic business partner, we published a Q&A inside the Wall Street Journal on the project. People active in the effort shared the piece around, and took greater pride inside the work — and some people we hadn’t been able to reach by other methods finally understood that which you were looking to do.

8. Listen.
The communication I simply described can’t be a one-way street. You’ll want to tune in to those who are making the progres, and tune in to individuals afflicted with the progres. That doesn’t mean you value all feedback equally, or give the people who find themselves complaining more time. But look hard for the useful nuggets as to what people inform you, and plow rid of it into the plans. In a way, this is the extended type of engaging your stakeholders (No. 4).

9. Empower the silent majority to communicate in up.
If you listen (No. 8), you’re likely to hear a couple of voices the loudest. Bear in mind that they’re not at all times speaking for almost all people. So, give the silent majority a couple of approaches to make their voices heard: Anonymous polls and surveys can help, but sometimes you need to train and persuade folks to communicate in up. Going one situation by which someone posted a really negative, scathing comment in regards to a project in a really public forum. As an alternative to engage in this public platform, a basic but valued person in my team emailed him directly and intensely respectfully invited him to speak — one-on-one, personally — about his concerns and helped work on an answer. This individual immediately backed down, and my team member then asked him to look at back his comment on exactly the same public forum. He did.

Related: Why Problem Solvers, Not Whiner, Always Win operational

10. Learn as you go.
Challenges will arise as organizations change; the failure or success of the change management effort relies upon the way you answer those challenges. For instance, since the finance team at Cisco became strategic business advisors (instead of simply back office human calculators — see No. 7), a lot of people found themselves in unfamiliar territory. These were brilliant accountants, but had gaps within their business knowledge. We addressed this by creating new learning opportunities and career development paths for individuals in finance. Exactly the same can be achieved in almost any area of your small business.

When i noted earlier, not every these truths connect with every situation. And admittedly, none of the things is very novel, however that doesn’t mean they’re hard to miss. The organization landscape is littered with change management projects that failed for reasons which might be, looking back, painfully obvious.

But, each one of these truths is nuanced, and success is based on their application. The wisdom of change management is to know which tool to make use of, so when in working order. And that’s where leadership is available in.
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