Principle number one: Focus on the first five percent. What you do to engage stakeholders, gather champions, set expectations, and how well you paint a picture for people of the decision-making process will go a long way toward guaranteeing a successful outcome. Engage as many people as you can in the process early on – most importantly – those who will be affected and those who can help. When ideological stances are strongly opposed it is best to engage early instead of shutting people out of the process. Read my article strategic change management for more on the first five percent.

Principle number two: Focus on defining the root problem. What good is a solution, if the problem is not defined correctly. We advocate a systems approach. Without looking at the reasons why people often say things like: “Staff isn’t working hard enough,” or “we need better products,” or “we need more sales”. Very often, the answer lies in looking in the mirror – at what you’re doing or not doing. A systems approach we use is to focus on core values – things essential for an organizations success. You can make tough decisions look easy if you ground them in well-understood core values.

Principle number three: Find a good guide. Experienced guides set the right tone, keep an open mind, find areas of agreement, and identify key issues. Guides should be able to show case studies or examples of models that worked for other organizations. A good sense of humor is important, along with the courage to handle adversity and uncertainty. It is hard to find a good and experienced guide. But they are absolutely essential to our change management model.

Author Bio: Eric Douglas is a senior business consultant with expertise in executive leadership, change management, and strategic planning.

Technorati Tags: change management, change management model, strategic change management

I was in Los Angeles last week, working with a large association, on a strategic plan for their organization. It was the beginning the a process to create a high-performing organization in less than a year. One of the rules of the First Five Percent is to engage as many people as possible early on. You never know who has the good ideas. The more people you engage early on, the quicker you can identify the best thinking and the hidden resources.

There were 300 board members, chapter leaders, and local officers in the room. The agenda was flexible. Depending on how the first exercise went, I was prepared to go in different directions to assure high levels of participation. The first question I posed was this: “Think about where you want the association to be in two years. Tell me the specific changes you want to see and your measures of success.”

They worked on this question for 60 minutes and wrote down their responses on flip chart paper. Each group then reported out. I then asked them: “What did you hear yourselves say? What did you agree on?”

Everyone called out what they heard. “Increase membership.” “Fill our vacancies.” “Create a new business line.” Their juices were flowing.

”How would you measure success?” I asked. They shouted out what they’d heard. I listed four measures of success. I asked if they all agreed. Everyone raised their hands.

They took a break for lunch. While the room was quiet, I thought about my next move. I looked over all of their reports, and decided I should simply tap into their energy. I listed 12 goals on flip chart paper. Each goal came from them, like “Double our membership” or “Increase our political clout.” I posted these goals on the walls of the room. When they got back from their lunch break, I said: "Now look around the room. These are your goals. Find a goal you feel strongly about. Go stand by that goal. There are blank pieces of paper for those who are passionate about some other goal.”

The group divided itself into teams around each goal. I asked them to develop an action plan for each goal and then report out. During the report-outs, I identified key issues that needed to be resolved and facilitated a discussion around each issue. When people drifted off topic, I invoked the two-minute rule (”Anything important can be said in two minutes”) and they got back on course. We wrapped it up at 4 p.m.

I asked people to tell me what they liked about the meeting. “It was energizing,” someone said. "Good ideas!” several people said. “Your guidance,” someone said. “The two minute rule!" a few shouted. “We’re excited to be building our organization,” a woman said.

"And what is it you would like to change?” I asked.

“That we have to leave!” a man shouted. Everyone laughed.

Next blog article: “Our Change Management Model“

About the Author: Eric Douglas is LRI’s senior business consultant with expertise in executive leadership, change management, and strategic planning.

Technorati Tags: change management, change management model, strategic change management