Rolling out your Plan for World Domination? Do this first!

bullhorn to deliver messages to employees

Is your plan brilliant? Not if they don’t hear it. Three things to consider when delivering a new plan to your team.

Eureka! You’ve done it! You figured out the master plan to explode your team’s revenues, destroy the competition, and single-handedly catapult your company to the head of the Fortune 500 list. But before you roll it out to the troops, here are three things to figure out first! (Details, details,  I know. Clearly I am a killjoy.)

The HOW:

What tool(s) will you use to deliver your brilliant plan? First, consider what you know about your team (henchmen/evil co-conspirators/devoted followers– feel free to select the description that applies to your bunch):

  • Are they readers? Note, I am not asking if they can read, (although in some audiences that is a very important question), I am asking if reading is their first choice for learning new information. Hint: if your team would prefer to listen to “The One Minute Manager” or “Who Moved My Cheese?” on an MP3, they aren’t readers.
  • If they are readers, do you need to sum up the whole idea in 3 bullet points or deliver the plan complete with a story-type framework and pictures? Do they just read “above the fold” (i.e. preview pane only) in an email?
  • Not big readers?  Can you record it in a podcast type format? Or create a video? (Don’t just read from a powerpoint if you create a video, make it interesting, after all, world domination is on the line here!)
  • Do they need an in-person meeting for the information to penetrate? (And will you need to confiscate all of the blackberries, cell phones and technical devices at this meeting?)
  • Will a webinar work? If you use a webinar, will the team multitask throughout the webinar and miss the most salient points? (See below for a Jeanne’s formula of the vector at which the quantity of multitasking during webinars obliterates any and all value of the information being presented).
  • Any special considerations? Need to accommodate an international team and reduce all “slang” and idiomatic language? (Much harder than it may seem.  Go back through these first few bullets and eliminate the American idiomatic language. Good. Now do it again. One more time. Nope, still got some in there.)

The WHO?

Give serious thought to who is the best person to deliver your message. Internal? External? Peer? Computer generated Hologram of a dead celebrity? Consider your options:

  • Should it be delivered by a trainer? Or would it be better to bring an “outsider” in the form of a consultant or third party in to deliver the message? What about having peers or respected colleagues roll it to their teams? Some of the best change teams have influential team members become subject matter experts in key areas of the change plan and help deliver that information from the team. They then become the “go to” people for the team as the team works through the change. This helps the entire team “own” the outcomes right away, and work together through difficulties.
  • If the message will take more than 30 minutes to deliver, consider using multiple presenters, if only to vary the type of voice and to keep the team awake. It is the rare individual who is fascinating for more than 20 minutes (ever notice that TED talks are short? And those folks are pretty darn fascinating).
  • If the message is vital to the ongoing success of the team’s mission, of such critical nature that life as the team knows it is about to change, make sure you rehearse that delivery several times. (Back to those TED talks folks, you do know they rehearse it right? And that they work with consultants to help them with their delivery when they make it to the “big” conference?) If possible, get some non-team members to critique it (spouses, kids and friends in other fields come in handy here) to punch some holes in it. They may not know all the technical terms but they will know when you’re boring, vague, or delivering bravado without substance. Try teenagers who are not feeling too kindly towards you at the moment. They will not pull their punches.

The FOLLOW UP:

And now that you’ve laid out your brilliant plan…

vector of listening vs absorption in a presentation

You will have a “need for speed” if laying out your master plan in a room full of multitasking listeners!

  1. How are you going to make sure that the team begins to act on what they learned? Ending a rousing presentation with “Go Forth and Conquer” is good, but not if they forget to “Conquer” because they stopped off at the 2:1 Happy Hour immediately afterwards.
  2. Is there a follow up plan to reinforce the plan within smaller groups/teams in the coming months?
  3. Is there a way to measure the participation of different sub groups in the plan? If the work flow goes Team A to Team B to Team C, nothing may be coming out of Team C but it may be because Team B isn’t playing by the new rules. Figure out how you’ll check for effectiveness.
  4. Did you plan any sort of recognition or public acclaim for those who embrace the plan and drive results? Better yet did you get the “buy in” of a few highly respected, key team members to visibly model the behaviors you’re looking for before you even rolled the plan? (For advice on who you want, read this.) You want to make sure the thought leaders and star players are on board because if the only people following the new plan are your “weaker” players, this sort of recognition will backfire.
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Even if your plan doesn’t quite resemble world domination, you still want to work out these key items before you roll out any major changes to your team.  Need to know what else to consider before changing things up at the office? Read our 10.5 rules on turnaround here.  If you’d like our free guide, Reading the Terrain which helps you “speed read” an organization, just sign up for our weekly newsletter.

What else do you think you need to consider? share your thoughts in the comment section. Or feel free to share your plan for world domination and we’ll critique it.

Lean Startups in the Government Sector

lean startups

It’s not easy, but it CAN be done!
Learn what to do and what to avoid!

Brussels, February 2014.  As promised, here’s a copy of the presentation that I delivered in Brussels on February 5th. The videos cover the benefits, challenges and approaches to creating Lean Startups in Government agencies, and also how to find areas of opportunity. I also touch on some successful models of Government Lean projects in the U.S. and the links to those are below. The volume will start almost immediately, so while I’d love to believe you and all your friends are gathered around to watch this presentation…you might want to grab a set of headphones! My fantastic co-presenter Carl Danneels’ presentation on Lean Startups in the Corporate world can be found here. Lean Startups in Government Part 1: Lean Startups in the Government Sector, Part 2: Lean Startups in the Government Sector, Part 3:

Resources for Successful Models:

http://www.washingtonpost.com/opinions/can-government-learn-how-to-fail-fast/2013/04/12/9cca9c36-9e07-11e2-a941-a19bce7af755_story.html http://fedscoop.com/radio/government-as-a-startup-with-the-lean-startup-author-eric-ries/ http://www.innovatenycschools.org/ http://www.startuplessonslearned.com/2012/05/lean-government.html http://fedscoop.com/nasa-open-government-team-broadens-focus-to-innovation/ https://www.edsurge.com/n/2013-03-26-the-lean-startup-model-goes-to-school Tennessee State projects: Scott Ritenour,  sritenour ( AT) gmail.com

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Thinking about making a move? Size up your Corporate Landscape or any other company you may be thinking of moving to by using our free guide, Reading the Terrain. Get your copy today by putting your email address in the subscription box at right. And no, we won’t spam you, you’ll just get our weekly update of articles.

Uncomfortable Conversation #3: Requesting Privileges, Staff Time or Resources You’re Not “Entitled” To Have

begging employee

This is NOT the way you want to ask.

The Situation:

Your Project needs resources from other teams, including staff time, technology resources and/or the ability to bypass normal approval procedures in order to advance your project.

Career Limiting Approaches (i.e. what not to do):

  • Hope someone will psychically divine that you need some additional resources.
  • Come up with a duct tape solution without even trying to ask for what you need. (Been there, done that, it’s never good!)
  • Threaten a senior executive with blackmail photos of their less than stellar moments at the corporate holiday party if they don’t give up the goods.
  • Send a younger staffer in with the request figuring if it all goes wrong you can disclaim any knowledge of the request. Definitely don’t try this with the interns, they will give you up almost immediately.

What you need to be prepared with:

1. Clear list of Needs: “I will need X hours of technology’s time in order to create the beta test of the new user interface.” “I will need the assistance of facilities to evaluate the projected space. Based on the usual timetable it will require 8 hours of their time.” “I need two members of the operations team to participate on weekly team calls which last for about two hours. They will also need to do some research after each call which we estimate as a total commitment of three hours per week.”

Do the research beforehand to find out the normal turn times that each resource would need. If you’re asking for financial resources, make sure  you have detailed bids (formal or informal, depending on where you work) that will give an accurate representation of the costs. “If you’re asking for expedited approval process for your other project requests, explain why you need the bypass.  You may want to commit these to paper if there are multiple asks. but make sure it is a clear visual, preferably one page, not a 300 page document.

2. The specifics of “why” you need the items in #1. Before you make this request, have another project team member punch holes in your request, to help you make it sharper, particularly if its a complex request. You need your “E.F. Hutton” or Historian for this job. Don’t know who they are? Read about them here.

3. The benefits of your project to any resources you are commandeering. Be sure to include these if they exist. For example: “Tech support gets 400 questions per month on this issue. We’re asking for their time commitment now which will free them up in the future.”

4. If you are requesting additional resources because of an earlier miscalculation on your part, acknowledge the miscalculation in clear, non-judgmental language. You may also want to read this first.

5. Avoid drama. Extreme language such as “There’s no way we can get this project done if I don’t get Joe’s team to cooperate and they aren’t cooperating.” isn’t going to help. Take emotion out of the request. Aim for a clear, objective tone.

6. What is your specific ask for support in terms of getting those resources? Do you need an email sent? Does your sponsor need to hold a meeting with the departments involved? Do you need an authorized signer ability for up to a certain amount?  Have a recommendation but be aware that a different path may be chosen. If there is a significant reason to choose a particular path, mention it in your ask.  But be sure to take the emotion out of it. “I feel that many of the department heads are bombarded with requests weekly for their resources, which is why I think it would be best to have an email coming from you authorizing the staff time” vs. “Look, ain’t no way, no how, that freaking product modeling team is going to help me unless the big cheese orders them to, because they would rather die than cooperate with anyone around here.”

7. Have a fallback plan. Some people will say to never waver off the big ask, but you may not have that luxury if a “no” means the end of your project. Is there an alternative scenario that gets you part of what you need, and will advance the project to a point where the benefit of getting the rest of what you need will be obvious?

8. Consider the “style” of your delivery. Watch your body language, project assurance. If you need some advice on the power of an open stance when asking for something check out this TED talk. If you need to consider the pacing, delivery style and words you choose, read this. Are you presenting to one person or a committee or a board? You’ll need to change your style to meet the situation. Whatever you do, don’t look like the guy in the picture. That’s an automatic “no.”

Having the Conversation:

1. Start with the compelling reason for your project in the first place. Don’t assume everyone knows why the project is in place. Even if they do, restate it. Give a very brief update on where you are in the project.

2. State your list of needs from item 1 above. State any benefits to the resources you are asking for.

3. Wait and keep quiet. (aka known in the negotiation biz as STFU).

4. They’ve got objections?  Use the information from item 2 to answer the questions.

What to expect:

1. Yes: Always great if you get a win the first time out. If you get one, make sure you send a brief, mini-update on the project’s progress on a regular basis to those who granted what you wanted and acknowledge their assistance in it.

2. A Punt. Person or committee you’re asking requests time to “study” the request. This may be their normal response or it may be a hedge or delaying tactic. Hopefully you know their style well enough to choose which option to do next:

a. Thank them and ask when you can expect to hear their decision.

b. Calmly restate the benefit of the project, touch on how the resources could help and ask if they have any concerns you haven’t addressed. Make sure you’re projecting assurance (see #8 above, again!) when you do this.

c. If your requestee is a chronic “waffler” by nature, and normally never commits in the hope that things will iron out on their own accord, you will need a different close. Try slightly reversing b.  “Joe, I know you’re concerned that the technology team is overloaded right now, but let me show you exactly how this will actually save them time within the next two months.” Pause a beat. “Joe, this is a good thing, and I need your commitment to make this into a great thing, and a great win for you.”

3. Denied. This is another time where you need to know your audience. Is the “no” coming from a situation that has nothing to do with you or your project? (Read “Why your Project isn’t Getting any Love” to help identify some reasons). Or is the no truly directed at, and solely about, you and/or your project? If so, ask again about concerns or objections, and try to address them. You then have two possibilities:

a. Ask about their overall commitment to this project, is it truly a resource crunch or lack of faith in the project? (Remember, take the emotion out of this question. You are solving a business problem here, not a referendum on your personal worth. And if the response is a referendum on your personal worth, i.e. they hate you, and not your project, read this and run!).

b. Offer the fallback position from #7 in the preparation section. Be sure to state if the fallback position will require narrowing the scope or results of your project.

 How have YOU successfully gotten results when you asked for something you or your team were not entitled to have? Please share in the comments section!  (and if involved sending the intern in with the office holiday pictures I  really don’t want to know, but I do salute you!)

Tim Ferris believes that “A person’s success in life can usually be measured by the number of uncomfortable conversations he or she is willing to have.” The Uncomfortable Conversations series on 52weekturnaround gives you the tools to have the difficult conversations that you encounter as a change agent. See the series here.

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A Field Guide to Help You Speed Read the Corporate Landscape.

Some great questions to ask yourself and your team about your group’s previous adventures in change are in our Free guide: Reading the Terrain – A Short Field Guide to Understanding the Organizational Landscape. You can get it just for subscribing in the box at right. We don’t share your contact info with anyone else, and you’ll get free updates when this site adds new content. And no, we won’t send the interns to your offices!

 

 

What can “Breaking Bad” teach us about Organizational Change?

Learn a few lessons from Breaking Bad, in this tongue in cheek article by Richard Lewis, an Organizational Development Consultant in the UK. What can a mild mannered science teacher teach us about employee engagement, brand management and marketing?

Read it here: Breaking Bad’s Management Lessons

book by Jeanne Goldie

Speed Read an Organization with our Easy Guide

Thinking about making a move? Size up your Corporate Landscape or any other company you may be thinking of moving to by using our free guide, Reading the Terrain. Get your copy today by putting your email address in the subscription box. And no, we won’t spam you, you’ll just get our weekly update of articles.

Steve Simpson and his Unwritten Ground Rules on Meetings

If you’re leading an organization through a complex change you don’t have time for ineffective meetings. If you’re like me you’ve sat through any number of meetings where the majority of the participants are “praying to the blackberry gods” (i.e. hands in lap, frantically typing and head bowed to read messages the entire time). How can you tighten up the focus and read the undercurrents of what’s going on in the room at the same time?

Steve Simpson of Australia has provided some great tips in his series of videos on the Unwritten Ground Rules and specifically how they relate to business meetings. He addresses what you can read into a corporate culture just by observing their meetings, and also gives some key pointers on how to make meetings more effective, while taking an organization’s hidden culture into account.

Enjoy! (hey, if you’re reading this in a cube, put the headphones on BEFORE clicking!)

What’s the most effective strategy you’ve seen for holding effective meetings? How do you keep important meetings on track so that you’ve got something accomplished at the end? Please share in the comments box!

book by Jeanne Goldie

Speed Read an Organization with our Easy Guide

If you’d like to learn more about reading YOUR organizations culture, get our free guide “Reading the Terrain” by subscribing in the box at right. This guide will provide you with some great questions to ask yourself about multiple aspects of the organizations structure and may show some key details you’re overlooking.  Also check out our 10 Rules to consider before beginning any turnaround plan.

Rule #5: Find your Allies

It takes a village, pick the right villagers to gather their pitchforks and join you!

It takes a village, pick the right villagers to gather their pitchforks and join you!

Every great caper takes a team (see The Sting, Ocean’s Eleven, Trading Places).  There may be someone leading the charge but it takes a village to pull off a victory. Smart change agents make sure they have the right villagers charging by their side. Here’s some to start looking for right now:

  1. EF Hutton: No, not the real E.F. Hutton (he’s deceased, be very, very worried if he shows up). You need the “opinion leader,” a team member with enough gravitas, experience and respect from the other team members that they pay attention when this person speaks.  In his book, The 21 Irrefutable Laws of Leadership, John Maxwell describes in “The Law of E.F. Hutton” that the person who is the “real” leader of the team is most likely not the official leader. When they speak, everyone listens.  Get this person on your side and you’ve won half the war.
  2. The Human Calculator: You know this person. They can calculate it all in their head, run data up, down and sideways and spit it out in record time. They look at data and see patterns others miss, usually saving you a few serious mistakes.  And it’s effortless for them, like breathing.
  3. The Historian: The Historian knows everything that has been tried before and may even know where the bodies were buried. Sometimes this person can be a bit of an Eeyore (“Well Sonny, we tried that in aught eight but it just didn’t fly”). The historian you’re looking for is the one who remembers bits and pieces of systems and research that were built for other projects that just might be useful and knows who worked on those projects.  You slice a great deal of learning curve by talking to people who have tried similar things.
  4. The Top Producer/Chief Rainmaker/Revenue Generating Machine: Often this person will be a contender for the EF Hutton slot but if not, they are a valuable source of feedback on what works and what doesn’t.
  5. The Fixer:  The backbone of many teams. This person can take a statement like “IT says it will take 200 hours to build the interface so they can’t get to it until next year,” roll the situation through their head and come out with “Okay, the platform they’re using in sprocket accounting is nearly the exact thing that we want and they have lots of bandwidth because we really only care about counting widgets here. They also have a student intern this summer, let’s hijack the intern and see if we can copy over the system and have the intern recode the smaller piece that needs to be changed.”  This is also the person that knows that Mary in Customer Service is dying to change her job and move into project management so she’ll volunteer her time for any task or project that might get her closer to that goal. They have lots of people’s cell numbers and can get them to answer day, night or holidays. They usually talk 800 miles per hour and you can see the wheels turning when they do.  They have lots of favors on deposit in the favor bank.  Very handy to have in your corner.
  6. The Front Person: This is your smooth talker. Speaking in perfect “corporate-speak” they are the official face of your change. They need to be well liked, reasonably respected and easily able to talk their way to those at the top of the house.
  7. The Executive Sponsor:  In an ideal world you’ll have an upper level sponsor who stands behind what you’re trying to do. You’ve convinced them of the importance of the plan and they have the will and ability to pull resources from other departments to help jumpstart your plan. They also are the first to back your Front Guy when they’re presenting to the top of the house. If you don’t have an executive sponsor, you will absolutely need to have #4 in your corner.

Draft each one of these players on your team well before you make any public announcements about your planned changes.  It’s usually going to take drinks, lunch or coffee for you to get them on board.  Be prepared to change your plan based on the feedback they give you. Let them punch holes in it and knock it around a bit. You’ll end up with a better plan.

What other team members have you found invaluable when you’re creating a change? Share your suggestions in the comments section.

P.S. If you’ve ever wanted a great explanation of exactly how Billy Ray Valentine and Louis Winthorpe III beat the Duke brothers on the commodities floor in Trading Places listen here.

Want to see all 10 Rules for Beginning a Turnaround? Start here.

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© Jeanne Goldie 2015