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13 November 2009 • 7:00 am
14 October 2009 • 7:00 am
I spoke on the phone with someone this morning who has had tremendous success getting leadership buy-in from multiple levels in a large organization. As he shared his story, he reminded me of something that seems like overkill but that contributes to successful change initiatives: having meetings before the meeting. Having pre-meetings is far different from having post-meetings. Post-meetings happen because not everything that needed to be said came out during the actual meeting, due to fear, mainly. Pre-meetings are held to make sure that what needs to happen in the actual meeting actually happens. 29 September 2009 • 1:58 pm
 Chris Brogan A couple of months ago, a friend clued me into Chris Brogan’s blog. Brogan is an author and social media guru (of whom I hadn’t heard before) that my friend had seen give a great speech. It was otherwise hard for my friend to tell me exactly why I should pay attention to Brogan, but he told me that I needed to. So I subscribed to his blog, and have occasionally been engaged, and sometimes even fascinated with his postings. One such fascinating moment was today, when Brogan posted a (sorta) amateur video of his entire keynote speech at a recent new media conference in Atlanta. The video is over an hour long (caution: it contains some coarse language) and worthwhile if you want to get a fresh and expert perspective on using social media (e.g. Facebook, Twitter, etc.) effectively in marketing. But even if you don’t watch more than a few minutes of it, you’ll see a new, cool, elegant (in the sense of simplicity), and prospectively scary new idea called BackNoise. 25 September 2009 • 7:00 am
Employee surveys are useful tools for understanding the beliefs, attitudes and opinions of an organization as a whole. Surveys are commonly used in pursuit of change to discover and understand organizational culture, resistance, morale, and a host of other characteristics that can shine the light on opportunities for improvement. However, not all surveys will improve the situation. The following are four warning signs that conducting a survey may do more harm than good. 24 September 2009 • 7:00 am
Many years ago, there was a bit of a surge in the management buzzword stream of an idea called Management by Walking Around (MBWA). Although the idea is traced to early days at Hewlett Packard, where managers were encouraged to spend their time visiting employees, customers, and suppliers, the idea was popularized in an 1985 book by Tom Peters and Nancy Austin entitled “A Passion for Excellence.” Don’t feel bad if you haven’t heard of the book or MBWA; my sense is that the idea has been out of the mainstream for a while. Perhaps the walking around concept became obsolete around the time that telecommuting became possible and popular. I think that walking around can be effectively applied in the arena of strategic management. Few executives that I’ve interviewed in the course of developing organizational strategy have disagreed with the prediction that I’d get many different answers if I were to separately ask managers and employees to describe their organization’s strategy. So walking around and asking the strategy question is a useful diagnostic; a way of creating a sense of urgency around formulating and communicating strategy across the enterprise. 20 August 2009 • 7:00 am
Saul Alinsky was born and raised in Chicago, where he became known for his organizing of meatpackers and later, civil rights groups. He is generally regarded as the originator of the term “community organizer” which was front and center in the rhetoric of last year’s U.S. presidential campaign – Alinsky’s teachings and writings influenced Barack Obama’s community organizing work in Chicago. Alinsky has always been a polarizing figure, even 37 years after his death in 1972. In the opening lines of Rules for Radicals, Alinsky wrote,
Alinsky wasn’t subtle, nor was he deferential. In plain language, he expressed his passion for change, and generations have learned from his wisdom. 18 July 2009 • 8:27 am
Cronkite’s passing gives us pause for reflection; on his remarkable career, on the evolution of news and information sharing during our lifetimes, and the increasing irrelevance of network television news. Like many of my generation, I especially remember Cronkite for his role in two of the moments that defined 1960s America – his genuine emotion in November 1963 when he told us that President Kennedy was dead, and his boyish excitement at the triumph of the success of the Apollo moon landing, exactly 40 years ago this week. 16 July 2009 • 7:00 am
In Parts One and Two of this series of three posts, I introduced an article published recently in the McKinsey Quarterly entitled The Irrational Side of Change Management, and summarized their first seven of nine lessons about why common sense hasn’t helped improve the success rate of change. If you didn’t read the first post, please start there. Condition IV: Capability BuildingThe skills of the workforce and the capabilities of the organization must change to support the change agenda. Lesson 8: Don’t overlook employees’ beliefs when driving behavior changeMcKinsey idea: Requiring behavior changes without understanding what employees believe may not have the desired effect. Behavior stems from personal beliefs, and without understanding those beliefs, mandated behaviors may run counter to employees’ self-perception. Tenacious Tortoise comment: McKinsey’s example of bankers becoming uncomfortable with becoming salespeople is not convincingly applied in the general case. But it is easy to see that simply telling employees to do something they otherwise wouldn’t do will have less effect than patiently creating an understanding of why the new behavior is desired and understanding and addressing any discomfort that the new behavior creates. 15 July 2009 • 7:00 am
In Part One of this series of three posts, I introduced an article published recently in the McKinsey Quarterly entitled The Irrational Side of Change Management, and summarized their first three of nine lessons about why common sense hasn’t helped improve the success rate of change. If you didn’t read the first post, please start there. We continue here with the next four lessons. Condition II: Role ModelingConventional wisdom says that leaders must visibly behave in ways that reinforce the change agenda, and enlist others with influence to support the cause of change. Lesson 4: Leaders are biased when seeing themselvesMcKinsey idea: Most senior executives understand the concept of role modeling, in the abstract. But they mistakenly believe that they are already exhibiting the necessary behaviors. 360 degree feedback sessions and surveys help executives see beyond their own biased and generous view of themselves as ‘being the change.’ Tenacious Tortoise comment: Some executives view the strategic management process and change programs as a burden on their time – they say, “I need to get back to my real job.” These are the ones who are most likely to miss strategy review meetings, or arrive unprepared. The moment of truth comes when the senior executive either offers leeway and forgiveness, or holds team members fully accountable for their engagement with the process. I’ve seen months of good change program effort derailed when the leader him- or herself opts out of a critical meeting, or worse, is distracted by e-mail and phone calls during the meetings. Of course, these behaviors aren’t visible to rank and file, but the message sent in the leadership team has a profound effect on their subsequent behavior in the organization. This is why the quality of the coaching relationships I am able to build with leadership team members is a good predictor of the overall success of the change program. 14 July 2009 • 7:00 am
An article in the McKinsey Quarterly hit my radar from several different directions in the last few days. Entitled The Irrational Side of Change Management, the title itself was more than enough to arouse my curiosity, especially since I’d recently written a post of my own about irrationality. Unfortunately, as you may know, McKinsey restricts access to some of its best content to its premium subscribers. Fortunately, I was able to obtain a copy of this well-written article, and had quality time over the weekend to read it a couple of times. The summary and my comments presented here (in three posts this week) are no substitute for reading the article itself, and it is likely that with some effort you can find a copy to view within your own organization or network of colleagues. My aim is to both entice you to read the article and to engender discussion here. Despite the plethora of books and articles on the topic of Change Management since the 1996 publication of John Kotter’s Leading Change, McKinsey’s Carolyn Aiken and Scott Keller contend that the field of change management hasn’t been very successful. Kotter’s earlier research revealed the only 30% of change programs succeed; McKinsey’s 2008 survey of over 3,000 executives worldwide found that only about one change program in three is successful. |
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