The next list from HBR is the six mistakes that can derail your attempts to change. Thanks to Reynolds Consulting for this (and their comments embedded.)
- Cautious management culture. In my work I have found that the vast majority of things that hold companies back from change is their current business model and belief systems–internal factors within their control. You can change if you want to.
- Business as ususal process management. If business is at full capacity where do you find the resource to change? Start a stop doing list and keep track of all the things you do that don’t add value–keep it posted and add to it regularly and watch it grow! That alone is a great source of opportunity to re-allocate old to the new!
- Initiative Gridlock. It is important to identify how many initiatives you can reasonably do with your resources and do a few really well then a whole bunch marginally.
- Recalcitrant Executives. Nooo! Nobody we know has that problem, right? I have often said if you aren’t part of the solution you are part of the problem. Executives have to manage that aggressively. It is their job to run interference for the people in the organization that have to get the job done so all can be held accountable.
- Disengaged Employees: Ditto above except…it is really important to ensure they understand what is expected of them, get the chance to have early wins and feel they are doing valuable work. When that happens disengaged employees are rare.
- Loss of focus during execution. Communication is a tool that can never be underestimated. It is often stated that it takes at least 7 times before someone really hears a message. Executives often think they have communicated until they are blue in the face–but you cannot overcommunicate—keep the end game visible, make the steps clear, help people focus on the current one, make successes important, and keep the conversation lively!
No comments:
Post a Comment