If you are tired of “trickle-down” change, consider using a collaborative change process where a large slice of your organization comes together for real conversation and to make decisions about your collective future in real-time.
This kind of high-involvement process was used by Southern New England Telephone to prepare for deregulation and the emergence of competition. It was used by Jackson Hole Ski Resort to reconsider their strategic direction. It was used when the Boston Gardens closed and they opened the new Fleet Center building. It was used by the Seaport Hotel and World Trade Center when they opened under new management.
It has been used by hundreds of other organizations, where leaders understood that the attempt to hold onto power at the top of . . . → Read More: Try Collaborative Change for a Change
Imagine leading the charge into battle and at the crest of the hill, turning around and discovering there are no troops behind you. This was the situation the leaders of Southern New England Telephone Company (SNET) faced in 1994 when Connecticut deregulated the local market.
SNET had been thrown into uncharted waters as Connecticut was the first state to open its telecommunications markets to competition, more than a year and a half before the United States Congress passed the federal Telecommunications Act (1996).
Having had advance notice, the leaders had worked diligently with a top consulting firm to create a comprehensive strategic plan that would make them competitive. It involved restructuring into wholesale and retail operations and providing an array of new retail services. . . . → Read More: The Process is as Important as the Product: 7 Tips to Manage Both
Someone on the leadership team suggested it would be a good idea to identify our values. The regular agenda for the leadership team meetings was already jam-packed, and no one had time for an extra meeting to do this work, so the task was assigned to a few volunteers to bring back to the team.
Seeing values as separate from the real work. The leaders delegated and disengaged. By taking the time as a team to discuss what values they believed were critical to their future, they would have discovered how these values drive the very behaviors they need to accomplish the work. The sub-group members understood it was not a good . . . → Read More: 5 Pitfalls to Avoid When Identifying Team Values
“I think collaboration can be a good idea and I probably should involve others more in decision-making. But it really slows things down. I can’t involve people in every little detail or we’ll never get anything done around here,” Jim remarked, waiting for my response.
Jim’s natural style was just do it and until recently it had paid off. Now he had gotten feedback he was too much of a Lone Ranger.
Jim was right – you shouldn’t have to compromise on delivering results, and it is a bad idea to involve people in every little detail. Jim needed some guidelines to help him adjust his natural tendencies without going overboard.
Three guidelines to determine when to involve others in decisions:
Buy-in: Do you . . . → Read More: Collaborate or Do It Alone? 3 Guidelines to Decide