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Leading change
Change is the norm in fast growing companies. Here's how high performing leaders do it.
Lagniappe
Something extra special from women in hardware earns a contribution for Southern Poverty Law Center.
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The first half of 08 is almost gone. I hope you are thumbs up on your business results so far this year - numbers are there, goals are being achieved and there are good new stories to tell. Whether your results are good or not so good you may be thinking about changes.
A time worn statement but true, "the volume and velocity of change are greater than ever." Ambiguity is a persistent reality for business leaders. Making good decisions and the right changes when the future of your business may depend on the next turn is essential.
Changes in a business are tough and in big bureaucratic organizations even tougher. "Status quo on the other hand is easy. Easy that is until the pain or dysfunction of status quo is great and obvious to the extent that "something's gotta change". Same things same ways won't get you uptown. The following steps and actions will.
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Randy Boek
Founder & President
Route 2, Inc.
www.route2results.com
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Mid-Course Correction, Change in Direction - Leadership that gets results
There is a five step process to making a change in your organization. For better results, more quickly make sure the steps are done in order.
- Alignment - Clearly articulating the change and engaging the right people to see the same picture and commit to it.
- Innovation - Challenge what you think you know as a team. Explore divergent ideas and possibilities to ensure the best approach and outcome.
- Integration - Expand the thinking to the broader audience that will be affected. Ensure understanding, build commitment and prepare for implementation.
- Implementation - Making it happen (Many hard charging execs want to start here. This is a pay me now or pay me later reality in that the first 3 steps are much more difficult - read costly, if done after an early false start implementation effort).
- Re-enforcement - Look for, recognize, reward and leverage small changes and successes into the complete change and better business results.
There are changes and there are changes. Some can be made by caveat and others not. Whether a complete new business strategy or a replacement of a broken process, your leadership role in the bigger change is just beginning when you say, "this has got to change". Here's how to make sure it does and get the desired results
- Define what needs to change. Do it in a way that articulates a compelling vision of the future and creates urgency to make it happen.
- Engage the right people. Charter the team that will make the change happen. Remember, chartering is much more than simply assigning change team members. It includes setting them up to be successful and there are specific team discussions that make this happen. (Review our team chartering template at www.route2results.com/methodology.htm)
- Be a champion and mentor to the change team - those who define and execute the "how" of the change. Encourage courage and creativity while making enthusiasm and commitment viral.
- Communicate continuously and persistently. Use a variety of modes to re-enforce urgency and priority. People need to clearly understand the change, why it is being made and most may not ask specifically but will want to know, "What's in it for me?"
- Continuity is critical. A business is a system, with a variety of formal and informal and interrelated ways of getting stuff done. Change, alter and align these so that they encourage behaviors that expedite the success of the bigger change. (i.e.: Does your compensation system motivate and reward the right behaviors necessary to the change and ultimately better business results?)
- Accountability with teeth and kudos. Build performance and behaviors specific to the change into individual and team formal and informal performance review.
- Measurement and Checkpoints - Include a way to measure progress and participate in checkpoint discussions.
- Celebrate and dance to the music - Change is tough, demanding work and you still have to run the railroad. Reminds me of the heart surgeon and the mechanic. The heart surgeon goes to pick up his Mercedes from the local German repair shop. The mechanic talks about the similarities of their jobs. He is perplexed by the disparity of income given the fact that they both fix something that is broken. The doc ponders then says, "Yes Hans, I understand but could you replace the brakes if the wheels were on the road rotating at 70 MPH?"
Ambiguity is reality for leaders in fast growing companies. Action has to be taken and we seldom have all the information we would like. Success requires right decisions and changes that get results quickly. Build that capability in others and and changes get easier to execute.
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| Lagniappe - A little something extra and $100 from Route 2 to a worthy charity
In Cajun cooking lagniappe is a little something special or extra that makes a big difference. I rant about the general sad state of customer service and it is time that I balance the ranting by putting my money where my mouth is.
I'm a hardware kind of guy. Every weekend I spend time and significant money at McDaniels Do-it Center, one of my favorite businesses. McDaniel's is unique in that they have floor people who actually know hardware, tools and how to for any home project. McDaniel's is even more unique in that several of their most knowledgeable hardware people are women. Thanks to T for going beyond simply finding what I need but also making sure what I think I need is really what I need. Thanks to Sharon for counsel and support in all things nursery and patience in the construction of the big multi-wine barrel garden. In appreciation of T and Sharon and the little something extra they provide, $100 goes to the Southern Poverty Law Center.
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© 2008 Route 2, Inc.
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