A SIMPLE EXAMPLE
Let's examine two scenarios for improving leader effectiveness during a significant organisational change—a traditional what approach, and our why–who–how approach.
Your executive team has asked you to develop and roll out a leadership development program as part of their new performance improvement initiative. You need to quickly prepare a high-level project plan for management approval.
Your organisation must significantly improve performance. Without leaders (managers) performing effectively, senior management believes improvement efforts will fail. You need to decide how to move forward using our 4 big questions.
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 create the most value 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?
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