Unconventional advice to weather the storm
October 28, 2009
Last week I hosted an interesting discussion with a group of strategy management professionals. The topic was open, but it turns out most had the same general theme in mind: how to keep a focus on strategy and change during times of turmoil.
The scenarios were different but the challenge was the same. Whether the organization was suffering from the recession, or undergoing a merger, or experiencing a change in leadership, the common question was: “How do we maintain continuity of strategy and long term focus when our people are focused on short term survival?”
Leadership and change theory would suggest to double-down on the vision at that point. Keep your eye on the future so you can make sure you’re still headed in the right direction. Beat the strategy drum so everyone knows it’s still important.
The advice that bubbled up from the group, however, was different. As change agents and strategy practitioners, they were not in executive leadership positions. From their perspective, the best thing to do was to help the organization focus on the right short-term efforts. If everyone was going to be stuck in the present, then they should stay there too and not fight it.
By maintaining focus on the projects and initiatives that were developed to implement the strategy, the group felt they would better be able to weather the storm. Behind the scenes, they would continue to make sure projects were linked to the long-term strategy.
What is your experience making sure your change initiative survived turmoil? What advice would you give?
Pinpoint Communication Clinic
August 27, 2009
to implement organizational change:
Do you feel like your change communication is:
| Inconsistent? | |||||
| Overwhelming? | Not Being Heard? | ||||
| Not Enough? | |||||
| Off Target? | |||||
| Not Even Started? |
The Pinpoint Communication Clinic will show you how to organize the multiple facets of organizational communication so you can get your message to the people who need to hear it.
Join the authors of the Pinpoint Communication Workbook for a series of 2 online sessions where you will:
- Learn how to avoid pitfalls when communicating for change.
- Review a straightforward step-by-step process for aligning the audience, the message and the means of communication.
- Take home a workbook and templates to organize and develop your own communication plan.
- Try it out for yourself and then regroup a month later with colleagues to share experiences and ask the experts.
Schedule:
Learn the step-by-step process for developing your communication plan.
Date: Tuesday, September 15, 2009
Time: 2:00 p.m. to 3:00 p.m. Eastern
Homework
Complete the Pinpoint Communication templates for your change initiative.
Clinic 2
Share experiences with colleagues, and ask the experts for advice on how to move forward.
Date: Tuesday, October 13, 2009
Time: 2:00 p.m. to 3:30 p.m. Eastern
Clinic Pricing:
The investment for the 2-session clinic is $149 per person, which also includes the Pinpoint Communication Workbook and companion PowerPoint templates.
Early Bird Special:
Attendees who register by Friday, September 4, 2009 pay $119 per person.
Previous webinar attendees on the Pinpoint Communication process said:
“The communication model presented was simple and it was presented clearly.”
“Generally helpful info and the workbook and slides made it VERY easy to follow the presentation and see how it could be applied.”
“[The speakers] had very rich information. Clearly they understood the topic.”
Avoid Scattershot Change: Plan Communication
July 14, 2009
No change initiative can occur successfully without proper organizational communication. When communicating for change, messages are conveyed to audiences with the purposes of keeping people informed and mobilizing the organization. Communication is the means to gain attention, educate, and get individuals and groups to take action to move the change initiative forward.
As an internal change advocate for your organization, communication is one of the main tools you use to reach your goal and desired outcome. Yet, we frequently see people who are responsible for implementing change who use communication in a haphazard fashion, without a solid plan. The resulting hodgepodge of newsletters, posters and meetings tells a less-than-compelling story of change. Read more
The change agent’s dilemma
June 16, 2009
The position of internal change agent – wherever it falls in the organization – can be a tricky one.
You are responsible for influencing the organization, usually without the direct authority to do so.
Leaders are quick to delegate ownership to you, even though they are the ones who really need to own the project. Although it’s much easier to maintain control if you handle things yourself, if the organization sees you as the project champion instead of the leaders, they will not take it as seriously.
On the other hand, try to guide (manipulate?) leaders too much into doing what you want and they will resist being a puppet.
So the ultimate change agent’s dilemma might be this: How do you balance control and influence?
Don’t mow the weeds
April 29, 2009
This spring, it’s becoming obvious that we haven’t been taking care of our lawn. The weeds have taken over and the grass seems to be hiding.
The instinct is to mow. Just cut the weeds so we don’t see them any more. But if we do that, not only will the weeds not be gone, but they will multiply. It’s the easy fix.
Instead, we have to spray the weeds, and wait patiently for them to shrivel up and turn brown. Then, we can mow and hope that the grass grows up in its place. The lawn looks worse in the interim, but it’s the best way to nurture the lawn in the long run. The only other alternative is to dig everything up and start over again.
In organizations, it’s tempting to find the easy fix. It gives the illusion that the problem has been solved quickly and you can move on to the next challenge. However, lasting change requires time and patience. The real lasting solution may take some waiting and even getting worse before you see results.
Inquiry: Where in your organization have you mowed the weeds?
Free Webinar April 16: Beyond Buy-in
April 9, 2009
I’ve found through my conversations with organizational change agents that one of the most common challenges is getting individuals – usually peers or superiors – to do what needs to be done to make change happen.
Does this sound familiar?
The head of another department is not responsive to my requests.
An executive is not communicating the change properly, and it’s diminishing the message.
The CEO insists on maintaining an environment that is not conducive to the changes we should make.
Join me for a free webinar that shows you 5 steps to gain leadership support for your change initiative – through their words and actions.
Beyond Buy-in: Raise Leadership Support for Your Change Initiative
Date: Thursday, April 16, 2009
Time: 3:00 p.m. to 4:00 p.m. Eastern
Space is limited. Please register to reserve your spot and receive log-in details.
Spring forward: simple change is not easy
March 8, 2009
As we participate in the annual ritual of moving our clocks ahead one hour for daylight savings time, I’m reminded that even simple change is not so easy. A few observations:
Change itself is less complicated than the tasks required to align people to it. Time itself (or at least as we measure it) changed once. But in my house, that required adjusting four analog clocks, four digital clocks, three watches and two car radios.
Change results in a temporary efficiency loss. The parking lot at church was a little thin today, and I bet morning traffic will be lighter than usual at times when it was previously light. People are sluggish as they acclimate to waking earlier. No matter how well planned, anticipated or small, change requires an adjustment period.
People change on their own schedule. Although the time change is instantaneous, people will make the change when it is most convenient for them. I don’t know anyone who would set an alarm for 2:00 a.m. so they can wake up and move their clocks forward. Some people set their clocks before they go to bed, and others complete the task in the morning. My husband changed his watch on Saturday morning because he had to wake up early on Sunday morning, and wanted to have more time to adjust.
Not everyone receives the message, remembers it or understands it. Some people will show up late to work on Monday morning, having spent all day Sunday thinking it was the wrong time. Either they didn’t hear about it, heard it but forgot about it, or rearranged the slogan “Spring forward, fall back.”
Even after hearing the benefits and seeing that everyone else is on board, some people will still choose not to participate. Most of the State of Indiana stays on Eastern Standard Time year-round, preferring to change their time zone instead of their clocks. During Daylight Savings Time, they are on Central time.
Inquiry: How is your organizational change more complicated than it seems?
Feel free to chime in by adding a comment below.
Podcast #2: The 100 Million Dollar Challenge
February 24, 2009
The Enclaria podcast series features interviews with change agents. Hear how others overcome obstacles while they pass along lessons learned from their organizational change experiences.
After 28 years at United Illuminating, an electric utility in Connecticut, Phil Turner retired in January this year as Director of Strategic Planning and Risk Management. As he reflects on his role as a change agent, Phil shares the story of the 100 Million Dollar Challenge, a large scale re-engineering initiative that took place in preparation for deregulation. Listen for insights about restructuring the organization for change, and about the pros and cons of implementing “big change fast.”
Five Enemies of Unity
February 18, 2009
A friend of mine sent out a message on Twitter today, listing the Five Enemies of Unity, which had been discussed in a team meeting. The source is Dave Ramsey, a talk radio host who also hosts a conference called EntreLeadership. Follow the link to “Free Report” to download a pdf called “Avoiding the Five Enemies of Unity.”
According to Ramsey, the Five Enemies of Unity are:
- Poor communication
- Gossip
- Unresolved disagreements
- Lack of a shared purpose
- Sanctioned incompetence
The concept of unity strikes me as more than teamwork. It’s about being a cohesive group with shared objectives and mutual respect. Unity is something to strive for as the foundation for organizational change. Can you imagine the laser focus your organization could have if these five items were eliminated?
Inquiry: What are the enemies of unity in your organization?
I would love to hear your thoughts. Please add a comment to this post.
Introducing the new Beyond Buy-in Workbook!
February 11, 2009
In my quest to equip you to lead organizational change, one of my goals is to put together a comprehensive set of workbooks to help you implement the essential ingredients of change. I am excited to introduce the Beyond Buy-in Workbook, which takes you through five steps to raise leadership support for your change initiative. Find the details on the Publications page.
Whether you are just getting started or your quest for change is well underway, if you need the leadership of your organization to show more support for your initiative through words and actions, this workbook is for you.
Newsletter subscribers have already received the accompanying article entitled “Beyond Buy-in: Raise Leadership Support for Your Change Initiative,” which features five steps to gaining leadership support. The same exclusive article is also free for new subscribers. Sign up to read a preview of the Beyond Buy-in methodology.
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