Transformation: A better answer requires a better question.

Change changed. To get a better answer about how to deliver it, we need to ask a better question. So here is the question that is the foundation of our work with a CEO and their Executive team:

“What must we do together to INSPIRE a person in a different continent, whom we’ve never met, to WANT to leave their comfort zone and RISK trying things they have never done before, including PUSHING BACK* against their manager when required, to DELIVER their part of the PLAN?”

The answer dictates how we architect the change, right down to preparing that hard working far-away team leader to encourage and embrace the ‘push back’ as a sign of success.

How is this new?

Well traditionally, when you want to deliver an organisational transformation, or build agility / high performance you define and ‘cascade’ the changes required, you communicate the vision, the values and the new behaviours.

Then you wait for compliance. And, traditionally, you then complain that change is very ‘slow’ and ‘hard’ and that’s just how humans are.

But change changed!

‘Compliance’ requires a slow-moving command and control mindset and structure. I work on what my boss says that her boss says, not what my customer needs. We want speed and a market focus.

‘Command and Control’ means somebody else does my thinking and I carry out the instructions and expect any initiative without permission to be punished. We hired smart people for their intellect and ability to solve problems.

‘Cascade’ means the extended leadership team passes on your ‘deck’. We want leaders who own the change and translate into concepts and language that resonate with people far away managing a job/language/market they understand better than you.

‘New Behaviours’ are useful signposts. We want people to own the decision to change behaviour to deliver on results they care about because their work has meaning, or it won’t last.

So what is the question underpinning your transformation or your shift to higher performance?

And what is your answer to the question that then directs your Exec team’s decision making and your leadership training?

Go Inspire!

Jim

*Conflict happens when people are driven to deliver outcomes they care deeply about. It is a sign of internal motivation, high performance, psychological safety and trust. It is the opposite of ‘parent child’ where we remain silent in the meeting but we are resentful and vocal at the water cooler and at our family dining table.

So managed, appropriate conflict is not scary. It is desired. Change changed!