The real secret to succession planning is to think beyond a person as successor and think of the business transforming. Evolution is a better framework to think of an organization. We know humans die...organizations can live...if they chose to evolve. A great way to focus on succession planning is to think beyond the individual and frame the discussion on the organization. Here are 4 tips to begin succession planning.
1. Decide what the organization stands for. If it's not clear, then you've discovered one of the first issues to work on. Today all sorts of words are used to formalize this, but the simple and honest answer is what in the world your purpose is. What difference do you make in the lives of customers? What difference do you make in the lives of employees? Search for why the business exists. You may be lucky to still have the founder of the business. Founders are a treasure of soulful purposes why the business started and exists. If you're talking about profit, sales and customers. Try again. A powerful example we share is words from our founders..."to provide, life, liberty and the pursuit of happiness." Search for the words which make you shudder.
2. Make clear what you wish to protect. Succession planning is about choice. If the company were to lose all the assets today...no brick and mortar. What is left? People, values, purpose. Of course the easy and no brain-er is protect assets, protect money. But is that really the answer? You should quake a bit when you've discovered what you wish to protect. Is it honesty, courage, integrity, responsibility? Move over to the soulful side and you'll protect the most important.
3. Assess what's missing now. Before beginning with the job posting, stop and think what is missing? Go deeper and think about what it feels to work in the organization. If you've honestly answered the first two questions, it is very clear what is missing. Beware, profits, sales, efficiency measures are economic measures and only lagging indicators of how the job is getting done. If people are engaged, energized, honest and creative...the economics follow. If economics are struggling. It's the organizational culture.
Friday, May 7, 2010
Biggest Mistake
The biggest mistake leadership makes is when culture is dismissed as the "touchy relationship stuff" and therefore doesn't really matter. After all, leadership has largely focused on the economic equation to lead a business. There are times when focus is dominated by profits, sales, employee count, and efficiency. Economics almost always is the lagging indicator of what happened. Economics are important, but we have learned is harmful to employees and customers if organizational culture is not weighted equally. The one thing people don't realize is economics is without morality. AIG could proxy for arrogance, greed and incompetence.
If you're not convinced, define the purpose of your family only in economic terms. The spouse contributes x $; the kids contribute x $...don't forget grandma. What does she contribute? Where did joy, happiness, making a difference, personal accountability fit?
Maybe your family is perfectly happy, joyful, feeling warm closeness and knows they are making a difference if you are only connected by money. I doubt it. People are not innate machines. Motivation is a sense of self worth and greater purpose. Otherwise, for what reason would we visit our parents or kids?
Businesses are living organisms. They are living, breathing, and growing when people are engaged and find a reason to stick around. Employees are looking for reasons to be loyal. Wise leaders know those reasons are hidden within the personality ---the culture---of the organization.
One more thing most leaders don't know about changing the organizational culture. Courage to be honest creates an ease and rhythm to keep going. Trust follows honesty and a spark begins in the individuals. My personal advice is to think of the most memorable teacher you've had. Why did she make a difference in you?
If you're not convinced, define the purpose of your family only in economic terms. The spouse contributes x $; the kids contribute x $...don't forget grandma. What does she contribute? Where did joy, happiness, making a difference, personal accountability fit?
Maybe your family is perfectly happy, joyful, feeling warm closeness and knows they are making a difference if you are only connected by money. I doubt it. People are not innate machines. Motivation is a sense of self worth and greater purpose. Otherwise, for what reason would we visit our parents or kids?
Businesses are living organisms. They are living, breathing, and growing when people are engaged and find a reason to stick around. Employees are looking for reasons to be loyal. Wise leaders know those reasons are hidden within the personality ---the culture---of the organization.
One more thing most leaders don't know about changing the organizational culture. Courage to be honest creates an ease and rhythm to keep going. Trust follows honesty and a spark begins in the individuals. My personal advice is to think of the most memorable teacher you've had. Why did she make a difference in you?
Sweet Magic
In recent articles we've written about how organizational culture is the underpinning of a healthy company or group. One key component is leading with courage. The downside thinking of only one value, or belief is you could limit your growth and understanding. Culture is the composite...the full meal deal...of the organizations personality. Look through the window at just one slice of culture. Wouldn't it be wonderful if we could adjust our personality with an injection of just the right values and beliefs at the right time? Ideally, it sounds like Dorothy and her three companions in the Wizard of Oz.
The honest secret to fixing leadership is a personal choice for each of us. If you only have time for one leadership adjustment, I'd choose courage.
Courage is the choice to stand up for something.
Do you understand the kind of courage required of your 5 year old little girl to ride the big yellow school bus on her first day of school? Can you get your mind around the kind of courage to leave your safe surroundings with mom and dad, so you can go to school? Can you comprehend the fear of all the unknowns she would face that first day...heck that first year? Yet, powerful acts of courage occur every day just like the little girl's courage to decide.
Leaders roil in the world of Oz searching for that single process, structure, tactic...hoping to get a glimpse behind the curtain. I've known many leaders who play the game hoping the music doesn't quit playing. I know the urge to give in to despair. Everyone faces the same dilemma when stripped to humility at some time.
It may sound silly to visualize the Wizard of Oz. But the world is an epidemic of cowardly lions fearful of simply standing for something. That's why civilizations fail. That's why countries fail and often why organizations fail.
An easy way to know what you stand for is a personal "I believe test." It's almost like being a pastor. Seriously. Think of Franklin, Jefferson and Washington...powerful models of courage. Their work and words are an inspirational story of courage and is the bond which holds a democracy together.
"I believe that all men are created equal."
Test your own I believe questions. Take a peek behind the curtain. Don't think...let your subconscious guide you. I believe...honesty is...courage is...humility is...responsibility is...kindness is.... I believe my legacy is....be still through the silence and have the courage to write down what floats into your mind.
We live inside a box of political correctness and suit talk, spared the duty to honestly chose what we stand for. The more you grab the power to chose, the more likely courage will emerge and joy is just over the horizon.
The honest secret to fixing leadership is a personal choice for each of us. If you only have time for one leadership adjustment, I'd choose courage.
Courage is the choice to stand up for something.
Do you understand the kind of courage required of your 5 year old little girl to ride the big yellow school bus on her first day of school? Can you get your mind around the kind of courage to leave your safe surroundings with mom and dad, so you can go to school? Can you comprehend the fear of all the unknowns she would face that first day...heck that first year? Yet, powerful acts of courage occur every day just like the little girl's courage to decide.
Leaders roil in the world of Oz searching for that single process, structure, tactic...hoping to get a glimpse behind the curtain. I've known many leaders who play the game hoping the music doesn't quit playing. I know the urge to give in to despair. Everyone faces the same dilemma when stripped to humility at some time.
It may sound silly to visualize the Wizard of Oz. But the world is an epidemic of cowardly lions fearful of simply standing for something. That's why civilizations fail. That's why countries fail and often why organizations fail.
An easy way to know what you stand for is a personal "I believe test." It's almost like being a pastor. Seriously. Think of Franklin, Jefferson and Washington...powerful models of courage. Their work and words are an inspirational story of courage and is the bond which holds a democracy together.
"I believe that all men are created equal."
Test your own I believe questions. Take a peek behind the curtain. Don't think...let your subconscious guide you. I believe...honesty is...courage is...humility is...responsibility is...kindness is.... I believe my legacy is....be still through the silence and have the courage to write down what floats into your mind.
We live inside a box of political correctness and suit talk, spared the duty to honestly chose what we stand for. The more you grab the power to chose, the more likely courage will emerge and joy is just over the horizon.
Mistakes to Avoid
Leading organizational change is the hot topic today in managers forums. However, if you jump without doing your homework, it can do more damage than good. In this context organizational change may begin with the secretary or the CEO. Here are 3 costly mistakes to avoid when considering organizational change.
1. Dismissing the pain. There so many people feeling pain in organizations. From the CEO down to the janitor, people feel the pain of "things not feeling right." Most don't say anything as long as the pain isn't obvious. I suggest you do not ignore your own personal pain. If your pain is increasing in terms of fear of where the company is going and where you fit, almost always the pain will cost you something.
2. Not telling those who can help. This is the most common mistake of individuals today. They think they are alone and don't need to tell those who can help. Besides they wonder if these times are so unique that no else knows. Also they may have little trust given all that has happened. You need to be very clear about how you feel and your needs. And you need to reach out to those you trust and who care the most about you. Your pain is personal to you. This is private and sharing may feel vulnerable. For your own benefit, share with those who may be able to help. If you're the CEO, perhaps it's another CEO or friend, or trusted source with experience in these things. If you're the janitor, maybe it's your best friend, or boss.
3. Not being honest with the cost of the pain. No matter how much you trust others, few if any will feel the same pain as you. Pain always translates into cost. For example if your pain is weak sales, profit or recent audit exam, or wondering if the company will close your pain is costing the company and you something. Measure it. Please don't dismiss this pain if you're feeling a disconnect with your boss, the board, other employees, customers. Be honest with how you feel. This pain is your best description of the organizational change needed. Long before the pain, things were going wrong. And long after the numbers and facts are changing, the pain will linger unless sustainable culture change happens.
1. Dismissing the pain. There so many people feeling pain in organizations. From the CEO down to the janitor, people feel the pain of "things not feeling right." Most don't say anything as long as the pain isn't obvious. I suggest you do not ignore your own personal pain. If your pain is increasing in terms of fear of where the company is going and where you fit, almost always the pain will cost you something.
2. Not telling those who can help. This is the most common mistake of individuals today. They think they are alone and don't need to tell those who can help. Besides they wonder if these times are so unique that no else knows. Also they may have little trust given all that has happened. You need to be very clear about how you feel and your needs. And you need to reach out to those you trust and who care the most about you. Your pain is personal to you. This is private and sharing may feel vulnerable. For your own benefit, share with those who may be able to help. If you're the CEO, perhaps it's another CEO or friend, or trusted source with experience in these things. If you're the janitor, maybe it's your best friend, or boss.
3. Not being honest with the cost of the pain. No matter how much you trust others, few if any will feel the same pain as you. Pain always translates into cost. For example if your pain is weak sales, profit or recent audit exam, or wondering if the company will close your pain is costing the company and you something. Measure it. Please don't dismiss this pain if you're feeling a disconnect with your boss, the board, other employees, customers. Be honest with how you feel. This pain is your best description of the organizational change needed. Long before the pain, things were going wrong. And long after the numbers and facts are changing, the pain will linger unless sustainable culture change happens.
Organizational Culture
Do you want your employees to pay attention to you and what you say? Do you want them to trust you and leave a lasting mark in their minds what you stand for? Do you want your employees to talk well of the organization and feel good about the company? These can happen if you offer them honest information about what is "personal to each of them"? Personal is different for most, but almost everyone is interested in job security, return on 401k, retirement plans. Here's how you can do that:
1. Go with topics which interest them. Put yourself in the others shoes. How might feel if you're 29yr old, or 39 yr., or 59, or 65 and working? If the group is mixed as the workforce is, then I suggest you include the same mix as your workforce. Ask them what they liked to hear about job security, 401k, and retirement plans.
2. Provide complete information. Feeding your employees with as much in depth, complete information will increase their trust of you and the company. For example on the topic of retirement share recent information, such as, nearly ½ of Americans have less than $10,000 in retirement savings and 27% had less than $1,000. Or share that 30% over 65 years old plan on working. It will dramatically help if you do extensive research and become well versed and researched on the issues which are "personal to each of them."
3. Have fun with employees. Spice up the presentation and topic. Being honest and a bit of change up in the discussion can increase trust on personal issues. Add pertinent stories of success. Ask the employees for the wildest...most creative...most innovative things they feel would help employees through this.
4. Keep it short and simple. There is a reason why most church services are only 60 minutes, or the pastor's sermon is most inspiring when its unique, makes you smile...and is short.
Soften your culture by taking on the most personal issues with honesty, being unique and fun.
1. Go with topics which interest them. Put yourself in the others shoes. How might feel if you're 29yr old, or 39 yr., or 59, or 65 and working? If the group is mixed as the workforce is, then I suggest you include the same mix as your workforce. Ask them what they liked to hear about job security, 401k, and retirement plans.
2. Provide complete information. Feeding your employees with as much in depth, complete information will increase their trust of you and the company. For example on the topic of retirement share recent information, such as, nearly ½ of Americans have less than $10,000 in retirement savings and 27% had less than $1,000. Or share that 30% over 65 years old plan on working. It will dramatically help if you do extensive research and become well versed and researched on the issues which are "personal to each of them."
3. Have fun with employees. Spice up the presentation and topic. Being honest and a bit of change up in the discussion can increase trust on personal issues. Add pertinent stories of success. Ask the employees for the wildest...most creative...most innovative things they feel would help employees through this.
4. Keep it short and simple. There is a reason why most church services are only 60 minutes, or the pastor's sermon is most inspiring when its unique, makes you smile...and is short.
Soften your culture by taking on the most personal issues with honesty, being unique and fun.
Culture Change
1. Learn from the experts. Before you start freewheeling on culture change, I'd recommend that you read about great cultures that are thriving today. Make sure you pay attention to every nuance and bit of information you learn. Experts in the area of culture change are very few today, because the most powerful business driver the past 30 years has been economy of scale, critical mass, size, market domination. Let's be clear there is nothing in those definitions about culture. Those are economic indicators. I'd recommend you look for organizations which people are excited, happy, work hard and finding joy in what they do.
2. Know your audience. Make time to know and understand the audience. If you're speaking to employees, you need to know their names, what they do, what they're contributing, and what is personal to them. That is really tough when focus has been largely economic. Pay attention to the words they use which gives them happiness in work and what really bugs them. These will give you a sense of the level of trust, motivation or interest.
3. Offer new information. As much as you can, research new ways to bring life to the culture change topic. If you can share stories of great cultures you're on the right path. And share new information how culture truly affects employee performance and happiness. Share the Gallup survey information which is very powerful and factually describes the benefits of engagement.
4. Don't wait till the end for the best. As all of us know with cell phones, blackberries, I-pods and all the technology, most have very little patience for old "suit talk", old drama. For example...don't wait till the end with this. "I want to share, that I understand it doesn't always feel good to work here. I believe you deserve better. I apologize. Today, I'm reaching out to begin changing how it feels to work here. I'd like each of you to write 5 things we do which don't serve the employees well. Also, write down 5 things we could do which would be cost neutral but make this place feel better to you. " This is a great start.
5. Use uniqueness. Create some uncertainty with this meeting being different. Not just a flavor of the day uniqueness, but words rooted in honesty and things you believe in.
2. Know your audience. Make time to know and understand the audience. If you're speaking to employees, you need to know their names, what they do, what they're contributing, and what is personal to them. That is really tough when focus has been largely economic. Pay attention to the words they use which gives them happiness in work and what really bugs them. These will give you a sense of the level of trust, motivation or interest.
3. Offer new information. As much as you can, research new ways to bring life to the culture change topic. If you can share stories of great cultures you're on the right path. And share new information how culture truly affects employee performance and happiness. Share the Gallup survey information which is very powerful and factually describes the benefits of engagement.
4. Don't wait till the end for the best. As all of us know with cell phones, blackberries, I-pods and all the technology, most have very little patience for old "suit talk", old drama. For example...don't wait till the end with this. "I want to share, that I understand it doesn't always feel good to work here. I believe you deserve better. I apologize. Today, I'm reaching out to begin changing how it feels to work here. I'd like each of you to write 5 things we do which don't serve the employees well. Also, write down 5 things we could do which would be cost neutral but make this place feel better to you. " This is a great start.
5. Use uniqueness. Create some uncertainty with this meeting being different. Not just a flavor of the day uniqueness, but words rooted in honesty and things you believe in.
Determines Their Success
Change management is a field that has grown significantly over the last 10 years. CM is actually the process of "inducing" change and than managing the process until completion. Identifying the need for the change at the right time is one of the most difficult things about this process. However, assuming that it has been identified correctly and opportunely, how does one ensure its success?
There are many theories regarding CM and how to do it. The literature keeps on coming up with more. One good methodology is the ADKAR model. This model identifies 5 areas of concentration for change management to be effective. The areas are Awareness, Desire, Knowledge, Ability and Reinforcement (there is ample literature on this model readily available). This is a good model to research.
In my experience, having directed numerous large-scale change management projects, the true keys to success are Awareness and Willingness. Spending the resources and time on these two areas will ensure ultimate success in the whole program. So what do I mean by awareness and willingness. Awareness is the concentrated effort on behalf of companies to make their employees understand the "problem" and the "solution" that the CM program is trying to address. Effectively communicating this is paramount to compliance. Almost everyone is terrified of change of any kind, especially when it is not clearly understood and when the clear benefits or results from change are not explained.
While there are some aspects of any change program that can not be totally revealed, the basic premise, most often, can be shared. It is well worth the effort to communicate the end results desired to both employees and major stakeholders. Getting their awareness is crucial to achieving their willingness to comply.
Willingness to take on anything is a powerful energy that can propel and bring momentum to any program. In the case of CM it is a necessity. The more willing people are to take on change initiatives and go into the "new" unknown, the more likely are the programs going to succeed. "Buy-in" can be achieved by very specific ways:
a) create a confidential system where employees or stakeholders can bring up their concerns
b) address these concerns in a public forum regularly (either via newsletter, company meetings, webinars/teleseminars etc)
c) find specific ways to counter concerns with positive results that are worth the effort, the periods of uncertainty and discomfort.
Expending the necessary resources to develop awareness and willingness is a wise investment that will ultimately bring amazing results to any Change Management Program.
There are many theories regarding CM and how to do it. The literature keeps on coming up with more. One good methodology is the ADKAR model. This model identifies 5 areas of concentration for change management to be effective. The areas are Awareness, Desire, Knowledge, Ability and Reinforcement (there is ample literature on this model readily available). This is a good model to research.
In my experience, having directed numerous large-scale change management projects, the true keys to success are Awareness and Willingness. Spending the resources and time on these two areas will ensure ultimate success in the whole program. So what do I mean by awareness and willingness. Awareness is the concentrated effort on behalf of companies to make their employees understand the "problem" and the "solution" that the CM program is trying to address. Effectively communicating this is paramount to compliance. Almost everyone is terrified of change of any kind, especially when it is not clearly understood and when the clear benefits or results from change are not explained.
While there are some aspects of any change program that can not be totally revealed, the basic premise, most often, can be shared. It is well worth the effort to communicate the end results desired to both employees and major stakeholders. Getting their awareness is crucial to achieving their willingness to comply.
Willingness to take on anything is a powerful energy that can propel and bring momentum to any program. In the case of CM it is a necessity. The more willing people are to take on change initiatives and go into the "new" unknown, the more likely are the programs going to succeed. "Buy-in" can be achieved by very specific ways:
a) create a confidential system where employees or stakeholders can bring up their concerns
b) address these concerns in a public forum regularly (either via newsletter, company meetings, webinars/teleseminars etc)
c) find specific ways to counter concerns with positive results that are worth the effort, the periods of uncertainty and discomfort.
Expending the necessary resources to develop awareness and willingness is a wise investment that will ultimately bring amazing results to any Change Management Program.
Culture Guidelines
1. WIFM, what is in it for me? This is the only question your employees have in mind when they see culture on the agenda or in the strategic business plan. If you want people to sign up mentally, be open and join in the change, you had better offer a sweet enticing answer. Share the benefits that make their lives better when they join organizational culture.
2. Spill out the most important information at the beginning of the presentation. Employees are tired of suit talk. And companies need to create more reasons for employees to become loyal. I suggest you get the most explosive information about the culture changes at the start of the meeting.
3. Put your employees at ease. Your employees must not feel this is a "con" game or that you're better than them, even if you're a manager. Share the culture changes in easy to understand words and stories. Culture change isn't about money or profits in the short term. Culture change is "how it feels" to work at this organization. Beginning culture changes are as simple as being clear, kind and respectful with each other. Make it simple. We want to begin treating each other as if you're our best customer.
4. Play back. What is in it for me is unique and personal to every person on the planet. Ask at least two questions. What did you hear were the adjustments to our culture? What's the most important to you? Close the communication loop to ensure you know what is most important to others. Be open and non judgmental if any difference. Ask what is missing. Search for common ground.
2. Spill out the most important information at the beginning of the presentation. Employees are tired of suit talk. And companies need to create more reasons for employees to become loyal. I suggest you get the most explosive information about the culture changes at the start of the meeting.
3. Put your employees at ease. Your employees must not feel this is a "con" game or that you're better than them, even if you're a manager. Share the culture changes in easy to understand words and stories. Culture change isn't about money or profits in the short term. Culture change is "how it feels" to work at this organization. Beginning culture changes are as simple as being clear, kind and respectful with each other. Make it simple. We want to begin treating each other as if you're our best customer.
4. Play back. What is in it for me is unique and personal to every person on the planet. Ask at least two questions. What did you hear were the adjustments to our culture? What's the most important to you? Close the communication loop to ensure you know what is most important to others. Be open and non judgmental if any difference. Ask what is missing. Search for common ground.
Get Professionals
Let's face it, professionals generally don't like being told what to do. Unless they have personally thought up an idea for change, they can be very resistant to the idea of 'change'. It's interesting that when professionals freely choose the change - e.g. they think of it in the first place, they are not resistant to the change at all. Many a firm has instigated a new strategy, and spent considerable time and money to mobilise the weight of the firm behind the new strategy, only for the new strategy to fail - as many parts of the firm decided they would do what they always did.
Unfortunately, many firms' standard mechanism for change is to hold a big group meeting to announce the change, and what's going to happen. They then wonder why people are resisting the change... Often what happens in the meetings in the inevitable question and answer session, is that you get drawn into long and complicated debates on the rights or wrongs of following this course of action.
To initiate sustainable change in a professional practice, you need to change the conversations that people are having. So, what are the steps you need to go through to successfully initiate change within a professional services firm?
Any process starts with a 'call to action', as defined by John Kotter, in his excellent book, 'Leading Change' This is where you identify the pain and future problems your firm, team or group is going through if you maintain the status quo.
Then you need to start up your own 'viral marketing campaign' through the firm. This is where the formal and informal influencers have a conversation instigated by you, where you share the 'call to action' with them, in a way where they can see specifically how it affects them and their group. This conversation is ideally on a private one-on-one basis.
Professionals are generally highly intelligent people, and like to be part of the problem solving and decision making part of any proposed change. Therefore, the next stage of the process is to engage them in the solution. This only happens by soliciting and asking their opinion of what should happen next. Only after genuinely asking for other's counsel, can you safely offer your suggestions of a way forward.
The next step is key to gaining true to commitment for the change you are proposing - ask the person to help you in some small way, to move the change forward. It may be as simple as them asking a question in the next partner's meeting - but this small action will create another champion or advocate for your cause.
And then finally, you need to be specific about the role you want this person to play in your 'viral marketing campaign' - and share your role in the campaign. Then it is time to express your true appreciation.
Only when your conversations with the formal and informal influencers have happened, can you consider moving to a group meeting to share your plans for change.
Unfortunately, many firms' standard mechanism for change is to hold a big group meeting to announce the change, and what's going to happen. They then wonder why people are resisting the change... Often what happens in the meetings in the inevitable question and answer session, is that you get drawn into long and complicated debates on the rights or wrongs of following this course of action.
To initiate sustainable change in a professional practice, you need to change the conversations that people are having. So, what are the steps you need to go through to successfully initiate change within a professional services firm?
Any process starts with a 'call to action', as defined by John Kotter, in his excellent book, 'Leading Change' This is where you identify the pain and future problems your firm, team or group is going through if you maintain the status quo.
Then you need to start up your own 'viral marketing campaign' through the firm. This is where the formal and informal influencers have a conversation instigated by you, where you share the 'call to action' with them, in a way where they can see specifically how it affects them and their group. This conversation is ideally on a private one-on-one basis.
Professionals are generally highly intelligent people, and like to be part of the problem solving and decision making part of any proposed change. Therefore, the next stage of the process is to engage them in the solution. This only happens by soliciting and asking their opinion of what should happen next. Only after genuinely asking for other's counsel, can you safely offer your suggestions of a way forward.
The next step is key to gaining true to commitment for the change you are proposing - ask the person to help you in some small way, to move the change forward. It may be as simple as them asking a question in the next partner's meeting - but this small action will create another champion or advocate for your cause.
And then finally, you need to be specific about the role you want this person to play in your 'viral marketing campaign' - and share your role in the campaign. Then it is time to express your true appreciation.
Only when your conversations with the formal and informal influencers have happened, can you consider moving to a group meeting to share your plans for change.
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