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  • Leading Change – a roadmap. Part 2

    Continuation of Monday, Feb 13th discussion

    Any organization is made up of individuals with diverse backgrounds and experiences. While this is a great strength, clarifying desired values is required. Stated values provide common nomenclature and expectations for everyone. They are standards of behavior that guide decision making and assist in identifying priorities in the workplace. Once the values are agreed upon, communicate these values through words and actions, every day. (Note: examples are easy to find. Google corporate values and the name of a company you admire. Almost always a link to their values appear.)

    People will never follow you to the future if you cannot show them the path of how to get there. Saying, “Trust me, let’s go” just does not cut it. At this point develop an effective strategy and tactics for moving the group from the current state towards the vision. Put it on paper; then position the path forward with the organization.

    Communicate, communicate, and communicate. Organizational change is typically monumental, something big, something new. For an individual to embrace the new, they must let go of the old. That is hard and does not happen overnight. Use multiple communication modalities to build a common shared understanding of the vision, the mission, the strategy, the tactics and the values. Always remember the first time you ever heard a really big new idea. My guess is you did not believe it. Just like Lord Kelvin, President of the Royal Society, c. 1895, stated, “Heavier than air flying machines are impossible.” Help your staff and the organization through all the questions and concerns they have. My rule of thumb: you need to communicate 7 times, 7 different ways before people begin to assimilate the new concepts.

    Spend time to build alignment in the organization. By engaging with staff you will create a personal interest and willingness for investment in what needs to be accomplished. Doing this builds alignment and fosters harmony. Think about the sport of sweep oar rowing, which is done in pairs, fours or eights. If the rowers do not pull in concert with each other, the racing boat (or shell) gets off-course and slows down. The same holds true for a work team.

    Build an environment which creates spirit and purpose. The workplace must be one where individuals know that their thoughts, creativity, feelings and personal determination are valued and required as the organization moves toward the vision. The work place should be filled with enthusiasm and excitement directed and aligned towards achieving the vision. Everyone must get in on the action; there must be no passive watching from the side-lines.
    To be continued.

    Published on February 15, 2012 · Filed under: Finance; Tagged as: ,
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