Leadership 4 Learning - The Cadence of Change - #ASK

The cadence of change
Ready - Fire - Aim

In many cases when we are looking at implementing change, we find out as much as we can about what it is we are going to do. We research, attend PD and we plan, plan, plan in so much detail that the change process lacks the flexibility it needs to be responsive, reviewed and refined. Fullan, in his book Change Leaders, discusses change being about doing in the first instance. Moreover, doing starts with the change leader who asks. Actions enable collaboration and contribution to gain a collective understanding of why the change is important and what the change can look like in context.
When passion comes alive—when it turns out to be a powerful driver—it is in situations where we accomplish something of high moral value, which in turn energises us to do even more. Being in the moment of a successful endeavour fuels passion, more than just the dreaming of it. Exhorting people to have a greater moral commitment is often less effective than helping them get new experiences that activate their moral purpose. The establishment of new practices and experiences galvanises passion. New practices and experiences are the essence of the change leader: the capacity to generate energy and passion in others through action.

So Ready - Fire - Aim -  is the cadence of change. Alternatively, Aspire - Action - Adjust is the cadence of change.

Aspire - encompasses an element of action as teams work together to find the why and define the what.

Then it's about Action - in taking the new behaviours into the classroom and learning about the implementation as you make the application.

Adjust - Make your measures and then adjust - reflect and refine where needed.

Essentially the effective change leader activates, enables, and mobilizes human and moral purpose and the skills to enact them.
— Michael Fullan (2011)

In this video, Michael Fullan gives a great example of turning 'Practice into Theory' and enabling change through doing in the first instance.

By doing so, you - as the leader can gain an understanding of what you CAN do to enable the change.

It is about test, try and take to the next step. Learning by doing, and thinking about what you are doing. It is about pulling out the thinking from the doing.

The Aspire - Action- Adjust process is about practice first. Behaviour change first, and then theory. The Aspire - Action- Adjust process is about getting the whole system engaged by doing, where the doing comes from asking not telling. It is about grounding - doing - thinking. The reflections and discussions that occur from "doing" lead to a much richer and more profound belief in the change that theory could ever achieve.

So how do you - as a leader - create a culture of change? Enable change-ready tribes?

Go Well....


Fullan, M. (2011). Change Leader. Wiley. Kindle Edition. 

Hargreaves, A. (2012).  Professional Capital:  Transforming Teaching in Every School. Teachers College Press. Kindle Edition.

Wagner, T. et al. (2006). Change Leadership: A Practical Guide to Transforming Our Schools. Wiley. Kindle Edition.



The ready - fire - aim idea of motion leadership -

Fullan, M. (2011). Change Leader: learning to do what matters most. Wiley. Kindle Edition. 


Wagner, T. et al. (2006). Change Leadership: A Practical Guide to Transforming Our Schools. Wiley. Ca

The power of ask instead of tell. - To Create Change, Leadership Is More Important Than Authority - Greg Satell