Ready, Willing and Able: The front line change readiness model


Publication: 2013-10-07


Overview -- Organizational change is most visible at the Supervisor-Employee level. While the direction of change can only come from the executive level and the capability for change comes from the senior management level, real change does not occur until workers at the employee level change their day-to-day behavior. Change at the Supervisor-Employee level is actually very straight forward and very simple to understand. Employee performance, defined as "goal-directed behavior," changes when the employee is ready, willing and able to change.

Who knows how long that three-part slogan has been around? The phrase Ready, Willing and Able is a part of everyday conversation...and of everyday understanding. This concept makes the supervisor's responsibility for organizational fairly transparent. And it is, of course, the supervisor's responsibility to make sure his/her subordinates are properly prepared for the change.


Name:Owen Ambur


Name:Endeavor Management


Endeavor Management, is an international management consulting firm that collaboratively works with their clients to achieve greater value from their transformational business initiatives. Endeavor serves as a catalyst by providing pragmatic methodologies and industry expertise in Transformational Strategies, Operational Excellence, Organizational Effectiveness, and Transformational Leadership


  • Gelb Consulting GroupGelb Consulting Group, a wholly owned subsidiary, monitors organizational performance and designs winning marketing strategies. Gelb helps organizations focus their marketing initiatives by fully understanding customer needs through proven strategic frameworks to guide marketing strategies, build trusted brands, deliver exceptional experiences and launch new products.

  • EmployeesChange happens when employees are ready, willing and able to change the way they work.

  • SupervisorsSupervisors must be disciplined about explaining, training, and sustaining. Simple enough, right? As any reader of this paper knows, shelves of books have been written about the theory and practice of explaining, training, and sustaining. Experience indicates that today's supervisors and managers may know too much of what's in those books, not too little. Today's challenge is to direct supervisors and managers back to the simple big picture of ready, willing and able.