the change multiplier | 4 questions | a simple example | tools
A SIMPLE EXAMPLE
Let's examine two scenarios for improving leader effectiveness during significant organisational change—a traditional leadership development approach, and our why–who–how approach.
scenario one
Imagine that you have just been assigned the top priority job to package and roll out your organisation's new leadership development program—assume this is the first time it is being done and that your program will play an important part in a big organisational change. Write down all the things you will need to do—imagine you are developing an initial task list for your project plan. Stop when you reach 20 tasks or 5 minutes, whichever comes first.
(if you do not know much about leadership development, go ahead and brainstorm your ideas—you will do well enough for this example)
scenario two
Imagine that your organisation must improve performance and that leaders play an important role—without leaders (managers) performing effectively, the improvement initiative will fail. Imagine your answers to our 4 questions for leading change while writing down the things you will need to do to support leaders in improving performance. Stop when you reach 20 tasks or 5 minutes, whichever comes first.
(don't worry about the accuracy of your answers, just brainstorm some ideas—the purpose is to feel how the two approaches are different)
comparing our two scenarios
If you are like most people, you are already drawing some strong conclusions—and, you may not be quite sure what just happened. Let's look at your two task lists—Which one is longer? (just count the things to do) When do you believe each project would be considered "done". Which scenario do you believe will deliver the most improvement over the long-term?
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scenario one—typical tasks - research available programs - get a list of managers from HR - send RFP to the best vendors - review RFPs and select vendor(s) - decide external or internal delivery - develop and validate curriculum - get sponsor sign-off - coordinate with training department - develop registration process - get the budget approved - send program announcement - determine classroom requirements - develop a schedule - send registration letters - print course materials - confirm qualified trainers - develop competency tests - produce feedback surveys - develop reporting system - deliver the training... done! ...20 tasks within 4-minutes |
scenario two—typical tasks - develop prototype list of leader behaviours that will deliver the desired outcomes - identify our most effective leaders today and understand what they do differently and why - hold manager focus groups to understand what support they need to deliver the desired outcomes - ask focus group managers how the desired behaviours might improve results - ask focus group managers what it would take for them to adopt the desired behaviours - hold employee focus groups to understand what support they need to deliver the desired outcomes - get the two focus groups together to compare notes and develop a path forward - based on the reasons for identified gaps, develop and test the support [tools] people need ...8 tasks within 5 minutes (people typically reach the 5-minute time limit before they finish) |
Substitute a project your organisation is working on into our two scenarios—How might a why–who–how approach be different? How might it help? What would it take to give it a try?
the change multiplier | 4 questions | a simple example | tools