1. Cycle of Change Page 1 “If we don’t all hang together, they will surely hang us all separately” Benjamin Franklin, July 3, 1776 Original material developed by Dana Cahoon Analysis Tool

2. The Cycle of Change Change is inevitable Change is exponential Change is required or USPS will wither and die Learning where, how, and why these issues impact us as individuals is the first step in developing the attitudes, aptitudes, and behaviors needed to deal with the seemingly unstoppable cycle of change Page 2

3. Plan Develop Emerge Grow Mature Regenerate Start with a Vision Performance We often do not recognize urgency to change until... …we are in the “belly of the curve”, where change becomes doubly difficult Often We Don’t Recognize the Need to Change Until the Last Moment Page 3

4. Empower and enable people to make change happen Fundamental rethinking of the way activities get done and clean sheet redesign of associated processes Decisions are made by the people who do activities Breakthrough, quantum jumps in organizational performance Balanced measures to manage and drive continuous improvements All activities are performed at “best-of- class” level Member-centric (internal and external) 1946 1968 1980 1990 2000+ Anti- Change Rational Change Panacea Change Reengineer Organizational Transition Today… 2010 Key Activities of Transformational Change: We often do not recognize urgency to change until... 4

5. Source: The Essentials of Major Change, Steven R. Rayner; Teaching the Elephant to Dance, James A. Belasco; Basic Principles of Change, Walter Sikes Transitional Imperatives: Lessons Learned 1.Recognize the need for change 2.Top-down and bottom-up commitment 3.Thorough understanding of strategy 4.Demonstrated leadership commitment 5.“Quick wins” 6.Single theme for change 7.Continuous socialization of information 8.Change Management competency 9.Take time to educate and train 10.Willingness to challenge Status Quo 11.Involve those most affected early 12.Progress stalls and lurches 13.Progress is measured uniquely 5

6. Work-Teams Have Proven to be the Most Successful Tool in Making Change Happen 6 Budget Committee Nominating Committee Dinner Meetings Chairman Boating Class Some jobs are too big for one person Merit Marks

7. …And the period in between is one of new thinking, personal adjustments and serious attitudinal, behavioral changes It isn’t the changes themselves that people resist. It’s the losses and endings that they experience. In effect, it’s transition itself that they are resisting. It’s not so hard losing you, it just so hard finding someone to take your place Tracy Nelson, “Living with the Animals” When change occurs something must end... ….Something new or different must begin... Understanding Loss Page 7

8. Recipe for Successful Cycle Transitioning Strong Leadership mindset to change Cleary articulated vision for the new organization Well socialized and compelling logic for the need to change Critical mass of Culture- Building work teams Open, honest, and high- frequency communication campaign Awareness of and resolve to overcome resistance to change Value, develop, and grow members Empowerment, support and recognition for risk taking Commitment to avail the right work team resources Long-term commitment to building strong member relationships 8