As change management professionals, we constantly remind our colleagues, clients and leaders that change management effectiveness does not begin and end in a classroom. Whether you are considering attending change management certification or pursuing advanced change management courses, effective competency building takes time and practice. Acquiring knowledge is only part of the equation. In the months following your certification or other Prosci change management training courses, applying change management within your organization will reveal challenges and opportunities. 5 Lessons Learned After Prosci Change Management Training Here are five key lessons change management professionals experience as they move on from learning and applying change management concepts in change management training to applying those concepts to changes within their organizations. 1. There’s work to be done before you start applying change management To maximize your time in the Prosci Change Management Certification Program and our other change management courses, we always start with the assumption that a clearly articulated, well-defined solution awaits you. We focus on teaching what to do once you’ve been put on a project as a change management practitioner. But in the real world, you may find that not every project has been perfectly designed or well-articulated. If this is a challenge you face in the future, know that two things need to happen before you can start to plan and execute on the activities you learned in change management training: solution design and defining success for the change. Research shows that the earlier you are involved in solution design, the better. Working to get a seat at the project table earlier is important. If your organizational culture or structure doesn’t allow for it, you should ask specific questions, especially those about Change Management ROI. Prompt the members of your change team to think through these questions and understand what "people-dependent ROI" means for your project. This will enable you to share the same understanding of the project objectives and desired outcomes set by leadership. And if these successful outcomes have not been defined, you are doing everyone a favor by asking. 2. Change saturation changes everything In Prosci's Best Practices in Change Management – 12th Edition research, 75% of participants stated that their organization was near, at or past the change saturation point. Saturation is something every organization deals with, especially now that organizations face increasingly more change. Everyone must approach saturation differently given their organization’s expectations, culture and other characteristics. Left unaddressed, change saturation can reduce the resources you have to implement your change, which will result in lesser results or even failed projects. As a change manager, the reality of change saturation means you need to consider whether your organization is ready for another change—as well as what other changes are already in motion. Gaining a general awareness of your organization's change portfolio by asking: What other small and large changes are happening? How big is the people-related impact of those changes? What and how long are the timelines for the changes? How are the changes going? If change saturation is a concern, your first step is making leadership aware. If the decision is to keep moving forward, your second step is to understand how this saturation will constrain your project and then to adjust accordingly. Understanding Prosci's change management saturation model enables you to assess the level of saturation in your organization. You can also gain unique insights from discussing change saturation with other change management professionals on your team or during change management training to learn what they did and how it affected their change effort. 3. Change management and project management integration can be difficult Wouldn’t it be nice if everything came together easily, and integrating change management and project management was seamless? In reality, we know that's not always the case. Most organizations—but not all—have a project management approach. Based on the maturity of project management and change management, the priorities of project management teams and change management teams can come into conflict. Don't be discouraged. When facing a particularly difficult opportunity to integrate your work with a project team, remember that project management and change management are complementary disciplines with a common objective. Learning about the value of integrating change management and project management can help. And sharing the research on how effective integration leads to success will go a long way toward unifying your team around the shared objective. 4. Effective sponsorship is the top contributor to success When you first start learning during Prosci Change Management Certification or our other change management courses, we start with the assumption that your project has one sponsor who is the right sponsor. You may find that it's not always that simple. You could work on projects with multiple sponsors, none of whom actually have the capacity to adequately sponsor the project. Or perhaps you work in a matrixed organization with a complex reporting structure. Matrixed organizations and multiple sponsors certainly add complexity to change management work. However, there is good news: the behaviors you need from a sponsor don't change, only how you engage with and support them does. Whether working with one sponsor or five, remembering the role and importance of sponsorship will keep you focused on what matters most to your success. 5. Success is limited without budget and resources It’s easy to get wrapped up in all the planning for change management and breeze over this crucial fact. All the planning and designing of plans can be for naught without the time, resources and budget needed to execute. What can you do to make sure you get the resources you need? How can you still be successful with limited resources? Start by sharing a compelling business case for change management and learn to articulate the ROI of the investment you're asking for. Being clear and concise on these two elements early can help to ensure you get the adequate support that you need. Learn to Address Challenges After Change Management Training These challenges are often our reality, but they can be overcome. In fact, solving for complexities is part of what makes a career in change management so satisfying. Organizations and changes are messy. Applying your unique understanding of your organization along with your change management training and skills enables you to make a difference. Pushing through difficulties, helping people through change, and creating successful outcomes are all in a day's work for change managers. And we think it's one of the most rewarding jobs you'll ever do.

Is change management certification really necessary? Doesn’t experience alone qualify us? I understand the quandary, and it’s a question I am often asked as more rigor and more certifications and accreditations enter into the change management discipline. Let’s explore the question—because the bottom line is that there are some definite advantages to earning change management certification. The Value of Prosci Certification First, interest in change management continues to grow. When asked about top trends in change management, participants in Prosci's Best Practices in Change Management research reported that their organizations increasingly understand the value of change management and see it as necessary for project success. In fact, 74% of participants say they have attended a change management certification program. Research participants cited the following reasons for acquiring change management certification: Gain a structured approach Certification provides a clear, formalized methodology and process for doing change management. It also provides a structured way of thinking and deepens your understanding of the dynamics of change. "A structured approach around change management has been one of the best decisions we have taken. Approaching all countries in our division in the same way and having the same language has proven to be a strong asset for increasing awareness around change management but also for creating trust and loyalty between our team and the business." —Annemarie Brorsen, Director – Head of Business Change Management, DSV Build skills and credentials Certification increases professional credibility and is an important step for advancing your career. Certification also builds confidence in your ability to succeed at change management, and it equips you with a variety of important skills that are applicable within and outside of change management settings. Acquire common and universal tools Certification provides tools, templates, techniques and exposure to methodologies, common practices, language and frameworks that you can immediately apply to change projects—all delivered by experts in the field. More likely to achieve desired outcomes Participants felt that by attending certification, they were more able to help their organizations recognize the value of change management and assist them in creating a standardized approach to managing change that increased proficiency and the likelihood of achieving desired outcomes. "Change management creates a competitive advantage for our customers, and it achieves business outcomes and ROI at a greater rate than we would have otherwise seen. It made sense to move to a globally recognized methodology." —Alistair G. Lowe-Norris, Global Director of Adoption & Change Management Strategy at Microsoft Digital, Services & Success What Participants Would Do Differently This is where it gets interesting. Beyond the benefits of certification, participants in Prosci's research identified four adjustments to how they would provide change management training for future initiatives: Increase training for additional groups Provide more training to key stakeholders and include additional audiences in training efforts, such as project sponsors, project managers, employee supervisors, mid-level managers, senior-level managers and relevant executives. Deliver training differently In more personable settings, use training specialists skilled in delivering hands-on, practical training. Participants would also deliver training continuously throughout the project and provide more interactive components, incorporating technology systems such as web-based and eLearning approaches. Tailor content to individual roles Tailoring content allows training participants to feel more connected to the change and more aligned with the methodology. With customized training, individuals also build a greater awareness of their unique transitions and challenges and are more able to address issues when they arise. Plan for training earlier Allow for more time to assess current knowledge and training requirements. Participants reported that they would also plan training activities earlier in the project lifecycle and would give careful consideration to the most appropriate time for delivery of training—specific to each group. For example, to maximize retention, employees should receive training as close to implementation as possible, minimizing the time between learning new skills and applying them. "Prosci’s methodology and role-based trainings are uniquely built to work just as well in the academic side of campus as they do on the administration side. But what really set Prosci apart was the Prosci team’s willingness to help us modify their programs to accommodate our distinct needs." —Bernadette Han, Principal Consultant, Staff Education and Development, University of San Diego Change Management Training – What To Expect Clearly, the research supports the need for and benefits of change management training. But what should you expect from the training? It depends. Each training organization has its own standards and philosophy. Prosci's philosophy is to provide an immersive, hands-on approach that enables adults to learn and apply practical tools, best practices and models they can immediately implement in projects. Our philosophy aligns directly with what participants of the Best Practices in Change Management studies report. Prosci ADKAR Model The research also revealed the most popular topics covered during change management training: Change management plans Whether already in place or being created, the focus of these plans was most often on communications, training and resistance management. The Prosci ADKAR Model Groups received training in the ADKAR Model to understand how each element of the model applied to their roles in change. Methodology Of all change management approaches Prosci Methodology was cited most often in the research. Tools This included tools for evaluating change prior to implementation, such as readiness assessments, impact assessments, and other stakeholder analysis tools. Change management principles Training included an overview of what change management is, why it is applied, the benefits of using a change management methodology, and principles concerning the psychology of change. Although many training vehicles exist—from informal information sharing to web-based training—there really is no substitute for learning directly from a subject matter expert who is adept in adult learning methods, especially hands-on, practical applications. This is true for in-person training and virtual programs. Key Takeaways From Training Formal classroom trainings are beneficial for individuals at all levels, and by allocating enough time to assess knowledge gaps and training requirements, you can better provide the appropriate training for all roles within your organization. Customized, role-specific trainings are recommended for project teams, executives, people managers, and front-line employees. But remember, attempts to build knowledge are only effective when the individuals want to engage in the change process and are seeking knowledge to be successful. Begin by building awareness and creating desire. After this, individuals will naturally seek the knowledge they need and engage in the training provided. To gain knowledge of change management theories, tools and application, we recommend change management certification. Whether you attend a program in person or virtually, earning Prosci Change Management Certification prepares and equips you to advance your career, help your organization achieve success with must-win initiatives, and help people thrive through change. As a bonus, you will join the thousands of qualified change management professionals around the world who proudly display the Prosci Certified Change Practitioner badge.

As an organizational leader, you understand that transformation is a journey; it's not episodic. But the test of success actually lies in the ability to sustain change, so your organization can realize the future state you envision. Simply put, without sustainment, the investments you have made are in jeopardy. Learn why effective sustainment deserves your attention, the results behind it, and what you can do to achieve results. Understanding the Concept of Sustainment in Change Management Not to be confused with change management for sustainability, “sustainment” is a critical but often overlooked phase of effective change management. Its purpose is to ensure that important changes are adopted and used, become the accepted way of working in your organization, and are ingrained into your organizational culture. As leaders, it is common to move on well before sustainment efforts should take place. As you shift your focus to the next important change or strategy, it's easy to assume that the efforts are happening or that they're not needed. Experience and data suggest otherwise. Think of it this way: if you spend a year dieting and exercising to lose 50 pounds, the change doesn’t end the day you reach your goal weight. You know you must continue to watch what you eat, keep up your exercise routine, and make healthy habits a way of life if you want to sustain your results. The same is true for change management. You need an effective sustainment approach to maintain the benefits and outcomes you achieved, including ROI, after the project or initiative’s rollout. 7 Reasons Why Changes Need Sustainment Whether you’re implementing a new enterprise resource planning (ERP) system or reorganizing after a merger, sustainment in change management is essential to ensuring that the initial effort and investment in a change initiative delivers long-term value to the organization. Prosci research and decades of change management work with clients reveal several important reasons to actively sustain organizational changes: 1. Prevent reverting to old ways Without proper sustainment efforts, there is a natural tendency for individuals to slip back to their old ways of working or intentionally develop workarounds. Sustainment actions help solidify the new behaviors and processes as the standard operating procedure you intended. 2. Avoid rework If a change is not sustained, there may be a need to redo change management activities such as training, communication and sponsor messaging, which can be less effective. And doing anything twice is more costly. 3. Ensure project success Projects that lack sustainment activities can ultimately fail to achieve their objectives, leading to wasted resources and diminished trust in future change initiatives. 4. Achieve full realization of project goals and outcomes Sustainment ensures that the change achieves the desired goals and outcomes fully, rather than only partially, which can otherwise lead to inefficiencies and workarounds. 5. Maintain change management credibility Sustainment in change management elevates success but its absence can negatively impact the perceived value of change management and the change management team. It’s also common for this perception to increase employee and stakeholder resistance to future change initiatives and keep them from succeeding. 6. Support continuous improvement Sustained changes provide a stable foundation for future improvements and innovations, allowing the organization to build on the change rather than backtrack. Each successful change imparts valuable knowledge, skills, attitudes and new behaviors that equip your people for ongoing success. 7. Optimize investment returns Sustaining change helps ensure that the organization realizes the full benefits of the investment made in the change initiative, including financial, strategic and operational returns. Efforts toward sustainment in change management are not just about maintaining the status quo after a change initiative—they're about embedding the change into the fabric of the organization, so it continues to deliver value and support your strategic direction. Best Practices for Sustainment in Change Management Sustainment is a key aspect of effective change management, and Prosci research consistently shows a strong correlation between effective change management and project success. Projects with excellent change management can be up to seven times more likely to meet or exceed objectives than those with poor change management. Effective sponsorship Effective change management includes active and visible sponsorship throughout the project lifecycle, which includes during the entire sustainment phase. Our research shows that projects with very effective sponsors were more than twice as likely to meet or exceed project objectives compared to those with very ineffective sponsors, highlighting the role of sustained leadership in change outcomes. Being an effective sponsor means ensuring adequate support for sustainment planning and activation from the start of the initiative. Most respondents (62%) indicated having at least some sponsor support for sustainment. Moreover, projects that met or exceeded objectives had greater leadership support for sustainment. Similarly, 61% of participants in our research said they planned for change management sustainment activities. Of those who planned, 81% met or exceeded their objectives. However, only 15% of those who did not plan for sustainment achieved the same results. How to Effectively Sustain Changes in Change Management Sustainment in change management is so critical that it comprises the entire final phase of the Prosci 3-Phase Process—a structured, repeatable framework for managing and scaling change management at the organizational level. Within the 3-Phase Process, Phase 3 – Sustain Outcomes involves understanding and activating what is needed to ensure the change your organization implemented sticks over time. At a high level, this phase concentrates on activities designed to sustain the change: Review performance – Change managers reflect on the change’s performance and document lessons learned. Activate sustainment – Change managers put into place critical actions that will enable your organization to sustain hard-fought outcomes. Transfer ownership – Change managers implement activities that continue forward momentum, including transferring information and assets to key employees charged with ongoing sustainment for your organization. "We ae intentional with our choice of words; we don’t start 'planning' sustainment, we 'activate' it. The seeds for success are sown early in the change process. Change practitioners need to begin with the end in mind. When we define success at start of the change management process, we have a clear and shared definition of 'done.'" —Tim Creasey, Chief Innovative Officer, Prosci Leadership Actions in Sustaining Change How does your support as a leader impact the organization’s ability to sustain a change for the long term? For more than 25 years, leadership support has been cited in Prosci research as the number one contributor to successful sustainment of change initiatives. You can positively impact the sustainment of changes through: Consistent engagement – Senior leaders need to stay engaged with sustainment in change management efforts, beyond the initial launch of the change. Ongoing involvement signals to the organization that the change remains a priority. Celebrating wins – Leadership participation in celebrating project successes helps to reinforce the change and acknowledge the efforts of those involved. Leading by example – Early and visible adoption of the change by senior leaders sets a powerful example for the rest of the organization to follow. Providing resources – Ensuring that adequate resources are allocated for the sustainment phase is essential for maintaining the change’s momentum. Owning change – Leaders should take ownership of the change itself, demonstrating commitment to seeing it through to full realization. Elevate Success Through Sustainment in Change Management Organizations increasingly need to deliver expected results and outcomes from investments in change initiatives. Unfortunately, many changes regress after the initial installation. A focused, intentional sustainment strategy enables your organization to reap benefits and ROI from important changes for the long term.