| How many times have you announced a big
| |
| | company to your new strategy will not
|
| strategy or organization change and just
| |
| | happen. The political network will
|
| when you thought it was working it
| |
| | slowly weave its web and reform
|
| becomes obvious the change didn't happen?
| |
| | components of the plan and shift the
|
| When your idea for a new significant
| |
| | priorities of the key stakeholders back
|
| change in strategy is still fresh and
| |
| | to their familiar fear-based roles. Your
|
| new, you must work to gain your
| |
| | entire plan will slowly unravel. You may
|
| organization's psychological momentum
| |
| | successfully implement superficial
|
| shift towards the idea. The organization
| |
| | elements of the plan, so that external
|
| hears your message from top to bottom and
| |
| | measures and positioning of the "new"
|
| internalizes what the change means to
| |
| | process or function appear to be
|
| them, how they might benefit from it, and
| |
| | consistent with your plan. Employees
|
| what they might need to do to make it
| |
| | will take their cues from their leaders,
|
| happen. You've got everyone in the
| |
| | and if those leaders are working against
|
| company talking about it. Your top
| |
| | your strategy their own behavior will
|
| management team are communicating and
| |
| | fall in line with that. The result is
|
| demonstrating their enthusiastic support.
| |
| | that nothing more than lip service will
|
| Indeed, all of your key leaders,
| |
| | be applied to implementing the new
|
| including highly influential top
| |
| | strategy.How do you reduce the effect of
|
| performers are acting favorably toward
| |
| | the inertia forces to build and maintain
|
| the idea. If you are going to build
| |
| | momentum for the change?First, create a
|
| momentum behind this change to drive it
| |
| | plan that involves all of the key
|
| to its desired conclusion, then your work
| |
| | leadership up front. Get each of them to
|
| starts now.The first one hundred days -
| |
| | focus substantial energy over a period of
|
| even the US President issues a "100 Day
| |
| | just a few short months to achieving the
|
| Report". Why? A common mistake that
| |
| | goals of the change plan. Create an
|
| many leaders make is to announce the
| |
| | all-consuming short term project to
|
| change, hear the instant positive
| |
| | reduce the opportunity for the political
|
| feedback (ignore the naysayer's input)
| |
| | fabric to undermine your plans. Keep
|
| and assume that the organization will
| |
| | stakeholders very busy demonstrating to
|
| take it from there. The truth is that
| |
| | you and to each other that they are
|
| the excitement reaches a plateau before
| |
| | taking the steps necessary to plan and
|
| the real impact of the change on each
| |
| | implement the change and becoming
|
| individual begins to set in. At this
| |
| | champions of the change with their
|
| point, you could just as easily gain
| |
| | employees. Don't give them time to
|
| momentum and move forward or reverse
| |
| | evaluate or modify the goals of your plan
|
| direction and fail completely. This is
| |
| | based on their prior political
|
| the time for the idea to become a
| |
| | ambitions.Next, tie business operational
|
| mandate: for it to take root with all
| |
| | performance and expected outcome based
|
| the key stakeholders who need to be
| |
| | results measures to each stakeholder's
|
| accountable for important elements of the
| |
| | project plans. This helps them identify
|
| plan's success.You cannot
| |
| | new metrics for their success that can
|
| over-communicate, during this 100 day
| |
| | only be measured if they successfully
|
| period, to the leadership team no matter
| |
| | manage to change process to its desired
|
| how frequent and repetitive your
| |
| | conclusion. They will have no choice but
|
| interactions have to become. The more
| |
| | to connect their success to the new
|
| you communicate and the more you
| |
| | strategy.Then, involve key influential
|
| demonstrate that you are holding the key
| |
| | top performing employees early in the
|
| stakeholders and everyone in the company
| |
| | plan and get them similarly committed to
|
| accountable for executing the change, the
| |
| | the outcomes of the change. They will be
|
| more likely the momentum will build in
| |
| | your eyes and ears and feet on-the-ground
|
| your favor. Have each stakeholder report
| |
| | to influence and keep the rest of your
|
| frequently on progress toward achieving
| |
| | employee population on track. They will
|
| key milestones, even if the ultimate
| |
| | also help squelch the naysayer chatter
|
| implementation of some of them will occur
| |
| | and provide you with useful insights and
|
| many months later. Progress reports
| |
| | feedback that you can act on to head off
|
| should be both upwards to the CEO, and
| |
| | the development of derailing tactics.
|
| downwards to the employee population.
| |
| | Consider adjusting employee reward and
|
| This will serve to reinforce their
| |
| | recognition and learning and development
|
| commitment and also demonstrate their
| |
| | systems to help guide and direct employee
|
| support to their peer group - another
| |
| | behaviors that are consistent with your
|
| important factor in keeping the momentum
| |
| | new strategy.Finally, conduct weekly
|
| going.Inertia is the enemy of change and
| |
| | progress review meetings, including
|
| there are three key powerful factors
| |
| | direct one-on-one interactions with the
|
| feeding that inertia in most companies.
| |
| | key leaders. Provide support and
|
| The first is fear of the unknown (aka
| |
| | encouragement and maintain the focus on
|
| "what's in it for me?"). If employees
| |
| | the goals of the program. Make the
|
| are uncertain about what this change will
| |
| | agenda of the new strategy and the
|
| mean for them later on they will be
| |
| | project to get there more important and
|
| reluctant to commit. The second is the
| |
| | time consuming - for a while - than the
|
| fear of losing control. In every
| |
| | agenda of the political network. After
|
| organization there is a political fabric
| |
| | the hundred day period - when it is clear
|
| that determines how things will get done
| |
| | the program is being executed in a
|
| and who will do it and even what things
| |
| | complete and thorough way, the emphasis
|
| may get done. This political fabric is
| |
| | on weekly review meetings can shift a
|
| driven by the personal desires and goals
| |
| | little and spread out to monthly and even
|
| of key individuals to gain more control.
| |
| | become integrated into the normal
|
| The fabric is powered by the network of
| |
| | business and operational reviews. And
|
| people who stand to gain from the
| |
| | of course, communicate, communicate,
|
| influence of the political leaders, or
| |
| | communicate.Patrick Smyth is a management
|
| who cooperate out of fear that their
| |
| | consultant focused on improving
|
| positions will be threatened if they
| |
| | productivity in a sustained and
|
| don't. The third is lack of leadership.
| |
| | repeatable way through effective
|
| When a leader embarks on a major change
| |
| | business, product management, and product
|
| initiative - such as entering new markets
| |
| | marketing processes. Patrick has over 25
|
| with new products, or to change the
| |
| | years experience in information
|
| entire customer service orientation, or
| |
| | technology & services,
|
| re-branding the company and its products
| |
| | business-to-business product management
|
| - the change and the leader must
| |
| | and marketing leadership. His talents
|
| quickly achieve a highly visible position
| |
| | include aligning companies and their
|
| as a mandate of the organization.If the
| |
| | strategies with product strategy,
|
| momentum on the project is not achieved
| |
| | management & positioning, and building
|
| and sustained through highly visible
| |
| | highly effective marketing processes &
|
| leadership in the first one hundred days,
| |
| | teams. His focus on customer experience
|
| then the likelihood of its success will
| |
| | management optimizes sales & marketing
|
| be seriously diminished. In all
| |
| | productivity long term customer
|
| likelihood the changes needed to shift
| |
| | relationships.
|
| the operational and behavioral DNA of the
| |
| |
|
