Master Change Management Using the ADKAR and CLARC Models

I have been involved with change management in business organizations for years, and I think I generally manage it well due to my extensive experience guiding teams through the change process. But recently, I completed a course from Prosci, Change Management for Managers, which gave me a different perspective and a more systematic approach to change management and a manager’s leadership role during change. 

We all know change isn’t always easy, and it’s generally not under our control.

If you are a manager or leader when change is approaching, you’ll first need to understand the reason for the upcoming change. You’ll also need to know what the anticipated impacts will be and how the process of the change will unfold. Then your role will be to explain to your team or organization what the positive outcomes of the change will be. Be sure to provide clarity about the details of the change, using appropriate messaging. This is especially important because people are resistant to the unknown; a strong leader must be the first to prepare for and adapt to change as an example to their team.  

In small organizations, startups, or small businesses, change may happen more frequently based on the work dynamics. In bigger organizations, it may happen less frequently, but it may have a bigger impact, or vice versa.

Change is a process that happens in stages. I love the ADKAR model that Prosci provides for step-by-step preparation for leaders to guide their teams through change. 

What is ADKAR, and how do you use it?

ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. It is a change management method that offers a framework with clear goals for managers and teams to track their development and successes before, during, and after an organizational change. ADKAR names five outcomes a manager and team need to achieve for a change to be successful. This is what it means and how it’s used:

1. Awareness: Strong awareness of change is a must. First, a manager needs to understand why he or she should care about the change, and what this change means to them. What are the benefits, business reasons, scope, and potential risks of this change? Once you as a manager or leader understand the breadth of the change, then you can begin the process of making your team aware. Depending on how much you can share with your team, you should let them know the details about the upcoming change. This transparency will strengthen the trust between you and them.
2. Desire: Having Awareness about a change isn’t the same as having the Desire to support or participate in change. It’s your job to get buy-in by answering all team questions, explaining what positive results may occur, and describing what the individual benefits will be for your team. Answering the question “What’s in it for me?” puts the benefits and outcomes in context so your team will better understand and engage.
3. Knowledge: We as managers need to support our teams with accessible resources to help them prepare for the change. Once Awareness and Desire are communicated, the next phase is sharing Knowledge. Knowledge is gained by understanding the change, training on new processes and tools, learning new skills, and adopting new behaviors. These will help your team adapt to the change faster.
4. Ability: This is about being proficient in using the Knowledge. When there is change in the workplace, we can’t expect people to become experts when the change process is just starting. Give your team time to practice the new knowledge, skills, and tools they receive, and encourage them to excel at these things. You’ll see results after removing barriers and giving your team the opportunity to improve their skills around the new ways of working. 
5. Reinforcement: Encourage your team to stick with the new ways of working by measuring outcomes and offering recognition. Measurement helps individuals to have a clear understanding of expectations and make it clear that the change’s impact will also be measured. Emphasize that the change is not individual, that it is for and impacts everyone, and that it’s for the long term. This stage is when it’s useful to promote successes and share challenges.

The ADKAR model is most effective with ongoing communication and collaboration at all levels, and teams with clarity about their roles and responsibilities will more easily understand and implement change. If we as managers prepare first by taking ourselves through the ADKAR model, we can assess ourselves step by step during the process, and then run it effectively with our teams.

Another helpful tool managers can use during times of change, in conjunction with ADKAR, is called CLARC.  

What is CLARC, and how do CLARC and ADKAR work together?

CLARC stands for Communicator, Liaison, Advocate, Resistance Manager, and Coach. By embodying each of the CLARC roles explained below, a manager can positively influence a team’s journey through each stage of the ADKAR model. 

Communicator: Being a good Communicator means answering questions like what the business reasons for the changes are, what’s in it for the individual, what the individual impact is, how the change is happening, what they can expect to see, etc. Sharing this information promotes Awareness. Your directs want to hear from you first about the changes that will be taking place. Share everything you can with them in messaging that is familiar and understandable to them to ensure Awareness. 

Liaison: As a Liaison, your role as a Communicator and collaborator among the stakeholders requires you to help everyone stay aligned and engaged throughout the change process. You should bridge gaps between teams and provide timely information and support. Keep track of problems and help find solutions. If there is an issue affecting your entire team, you should be responsible for reporting this to higher-up leadership for a resolution. Liaisons help overcome resistance and maintain momentum across all stages of the ADKAR model.

Advocate: Demonstrating your commitment to the change correlates to Desire. As a manager, you must believe that the change is important and good. Only then can you act and speak in a way that shows you are a strong Advocate for the change. Being an enthusiastic supporter of the change will encourage your team to consider the change valuable and worthwhile. Keep your team calm and confident while focusing on moving the business forward, even as new protocols of working are evolving.

Resistance Manager: Being a Resistance Manager requires you to address people's concerns and hesitations about the change. First, identify and address the root causes of resistance during the Desire phase. Understand their personal barriers to the change. Acknowledge the change, be empathic, have one-on-one conversations, and help your team find solutions. Then, in the Reinforcement phase, celebrate successes and show how the change benefits everyone. This helps sustain the change by keeping your team engaged and reducing ongoing resistance.

Coach: The role of Coach is to help your team navigate the change process and support their usage of new skill sets and behaviors. Coach them on how to adopt and use the change effectively, while addressing barriers that may impact successful change implementation. Conduct check-ins frequently, identify needs, help them to prioritize, and reassure them that they can rely on you to find solutions.

The CLARC model offers roles that managers can take on to support themselves and members of their teams to successfully adopt and use change. Fulfilling these roles can have a positive impact on an individual's journey through each stage of the ADKAR Model.

As a manager, your role as a change leader is crucial to achieving successful change implementation. Prepare yourself for change and then prepare your team, and lead as an example. Be open to new ways of working - and new models of approaching change! We need to see change as an opportunity for the future.