Work through the following checklist and it should help you navigate through the change process. And, survive a significant change event at work.

Change checklist

When significant change happens, your attitude needs to be in the right place. If for example, you have a new CEO, or the company is acquired, many things are going to change. How you react to the changes is very important to survive the change.
Here are a few ways to make the most of the new situation.
1. Be supportive not combative. Become part of the solution not the problem

  • One of the worst things you can do during a time of a major change is to position yourself in a negative light. Be a constructive force not destructive one. Don’t be a devil’s advocate. Offer positive alternatives and ideas in support of the change
  • Embrace the changes and become an asset to the new CEO or acquiring company

2. Make your presence known. Don’t hide under your desk. Communicate, communicate, communicate

  • Take on new jobs and get involved in the changes
  • Participate in all the meetings you can to know what’s going on
  • Be proactive and manage up. Communicate your ideas and accomplishments
  • See the Big Picture. Look beyond your current position and don’t suffer from tunnel vision

Throughout your career you will be a victim of change of some sort.  Maybe your company gets acquired and you need to adapt to the new environment. Or, maybe you get a new boss and you have to learn how to adapt. There’s lots of change in today’s business world and it will affect you at some point. In fact, you will probably experience a number of changes in your career so you need to learn how to cope with change.


So how do you survive change?

I have been through many changes throughout my career and have made many choices during those times of change. This series of posts is a sum of my experiences, both negative and positive. What to do and what not to do.

So what are some of the things you can do to manage your way through a major change in your career.

  1. Make change an opportunity – be supportive of the change not combative. Work constructively not destructively
  2. Review the “Change” checklist to prepare yourself for when the change comes


We’ll go through both of these in more detail over this series of posts.

In the next month we will begin a new series of conversations regarding channel strategies, personal improvement and others. We appreciate your continued support.

Distribution channels and go-to-market strategies have been around forever. Yet, they are often the most difficult for a business to master. Manufacturers work with distributors/resellers, medical service provider’s work through physicians, and so on. Insert a business’ sales and marketing organization into the mix and you have a channel that can often be fraught with obstacles to get a consistent message communicated and a flow of sales growing.

Recognizing what each of the players need to be successful and to not only push the messages to the customer but provide what is needed to pull the customer into the sales process is often overlooked. Many businesses are good at push strategies. Some are good at pull strategies. But, very few can do both effectively.

It’s a seemingly easy concept to understand but a difficult one for businesses to execute.

Look at each level of your go-to-market process and make sure each level has the right tools to communicate, support and push or pull consistent messaging through each level. Do sales have what they need to work with the distributor, hospital or reseller? Does the distributor, hospital or reseller have what they need to work with resellers, physicians or others? Then, make sure all of the tools support some level of the sales cycle (Selling, Engaging or Protecting).

If a business can execute on these concepts sales will flow and profits will grow.

I recently read this article and contacted all of our clients who do business in Canada to be aware of the risks. Read this link and check with your attorney to determine your liability.

Find the original article here:


“In 2010, emerging markets represented 36% of global GDP; these markets already account for the majority of the world’s oil and steel consumption, 46% of world retail sales, 52% of all purchases of motor vehicles and 82% of mobile phone subscriptions. With two-thirds of global growth coming from these markets, in a decade they will account for the majority of the world’s economic value. Yet U.S. companies derived less than 10% of their overall revenues from emerging markets: about as little as 7%, according to HSBC estimates for 2010.

For the full article go to “The Big Mac Mirage”: America is actually terrible at globalization”.
So if this is accurate all of the Federal initiatives and money being spent is doing little to promote real growth in US exports. Why do we think this is the case? Or is it simply another view of the markets that lacks true analytical justification. It will be interesting to read the published paper when it is released.  Personally, I know a number of business successes that are growing primarily due to their international business strategies.

For me, when I read these types of articles I struggle to understand the true motivation. Just my perspective.

ZD Net recently ran an article about how the U.S. and U.K. differ in the rate of cloud adoption.  ZDNet found that 35% of UK businesses are adopting cloud technology vs 58% in the US. What has the experience been for other companies. We are finding an aggressive adoption rate among UK businesses that would say this isn’t so. I would be interested as to what other companies working in the UK are finding

It is always interesting when speaking with companies about their global business that they seem to think going global is a part time activity. Many businesses tend to allocate resources on a part time basis. That is, the individuals or group tasked with managing the international business has this responsibility as a part time job. They have their normal duties and managing international is a part time endeavor.

The successful companies recognize the value of doing business globally and commit the proper resource, people and budget, to do the job right. That being said it isn’t just about resources. I thought this article in Fast Company really spoke to what it takes to be a truly global company. It’s a culture and a thoughtful planning process that also contributes to the success. Click here to read the Fast Company article.

This week I finished my latest coaching experience with ExporTech. What a great 3 months. I worked with two companies to develop their export strategy and plan. From a coaches perspective this was a perfect relationship. Both companies were committed to the process and dedicated the time to make sure their plan was as good as it could be. Before the end of the program the first company had already made an international trip to scope out the market opportunity, talk with potential partners and become active in the regions advisory and standards committees. The second company was looking more at the feasibility of taking their products internationally. When all was finished this week they had an excellent grasp of what needed to be done when they were ready to take the company into the international market.

From my perspective it was a great experience to work with two organizations that were committed to understand the export opportunities  for their particular situations. Again, this experience validated my belief that companies need the commitment of the organization, from the top, to truly evaluate the international opportunities and to understand the resources necessary to make their plans a successful reality. I look forward to my next chance to participate.