A SIMPLE EXAMPLE
Let's examine two scenarios for improving leader effectiveness during a significant organisational change—a traditional leadership development approach, and our why–who–how approach.
Imagine that you have just been assigned a high priority project to develop and roll out your organisation's first-ever leadership development program. Your program will play an important part in a major organisational change.
Imagine that your organisation must significantly improve performance and that leaders play an important role. Without leaders (managers) performing effectively, your organisation's improvement efforts will fail.
What do you believe each project team will be most focused on?
When do you believe each project would be considered finished?
Which scenario do you believe will deliver the most improvement over the long-term?
when asked to prepare a draft project plan, teams quickly identify
up to 20 tasks before proudly declaring, We are finished!
when asked to use our 4 big questions, teams get about this
far before declaring, We do not know enough to go any further
How might a why–who–how approach be used in your organisation? What would it take to give it a try?
videos and articles about change