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feed url: http://www.cultureshift.com/CultureShift.xml
Culture shift - Learning to thrive in times of transformation
C-Level Thinking: Seven Steps to Building Consensus
I was walking briskly, almost marching through the hallways, head down, shoulders squared, my mind a thousand miles away…projects, timeline, massive coordination of disparate workgroups each with their own agenda. Suddenly rounding a corner I almost ran smack into a Senior Leader whom I admire a great deal. I staggered backwards, blushing as I realized what I had done.
He looked startled; barely hanging on to the bag containing his laptop. Who wouldn't look startled when they almost got knocked on their butt by a coworker? He quickly gathered his composure, paused, smiled broadly and said a sentence that I don't think I'll ever forget. "Behold Tony Loyd, the agent of change!"
Here's the funny thing. That exchange happened almost five years ago, and I remember it as if it just happened. Why is it that, with all of the full days I've had since then, all of the exchanges I've had with people, all of the places I've traveled and the experiences I've had, I remember this moment among all the other moments of my life?
Well, one quote that is oft attributed to Samuel Clemens (a.k.a. Mark Twain) is "I could live a month off a good compliment." Since I can't find an authoritative source for that quote, it might not have really been Mark Twain who said it, but it feels true nonetheless.
Last fall I went to a conference where the conference leader kept dropping the phrase "C-Level Executive" into the conversation. At first I didn't know what it meant. Now it seems like everyone I talk to is salting their conversation with that phrase. In case you're like me and you don't really know what a C-level executive is, it's someone with a "C" in their title like CEO, CFO, CIO or CLO. Get it? C-level; makes sense, doesn't it?
This brings me back to the compliment I mentioned earlier. He used another C-word, "Agent of Change," or as I like to say "Change Leader." To me, being associated with positive change is the highest form of compliment. Honestly, I'd rather be known as a Change Leader than to hold any of the aforementioned C-Level executive titles.
And here's another important c-word, "consensus." Change leaders realize the value of building consensus. Nothing great ever happens without people's consent. Obedience is not enough. There is such a thing as "brainless obedience" and "malicious compliance." That's not what changes the world. If you want to change the world, you've got to learn how to build consensus.
By watching smart change agents, I think I've boiled the art of consensus building to seven steps. Maybe I've missed something and if I have, feel free to add a comment to the blog.
Just like anything you read in any business publication, this is not a magic formula, but maybe you can think of it as a way to check-in to see how you're doing when you're trying to build consensus. In keeping with our theme, I've started each of the seven steps with a "C." Here they are:
1. Create a clear and compelling case for change
2. Commit yourself and your leadership team to sustaining the change. Convince everyone that this is more than "flavor of the month"
3. Clearly communicate the benefit for all
4. Construct a concrete implementation plan
5. Chart new competencies needed to sustain the change
6. Craft job aids, and other performance support tools
7. Consequences, consequences, consequences - Create positive, immediate and certain consequences to reinforce the new behaviors
In the next few blogs, we'll drill down into each of these seven steps for building consensus. I hope you'll join me in the conversation. Feel free to post comments so we can make this conversation a two-way street. After all, knowing that you're actually reading this and you want to participate, well, that's the biggest compliment of all.
C-Level Thinking: Seven Steps to Building Consensus
I was walking briskly, almost marching through the hallways, head down, shoulders squared, my mind a thousand miles away…projects, timeline, massive coordination of disparate workgroups each with their own agenda. Suddenly rounding a corner I almost ran smack into a Senior Leader whom I admire a great deal. I staggered backwards, blushing as I realized what I had done.
He looked startled; barely hanging on to the bag containing his laptop. Who wouldn't look startled when they almost got knocked on their butt by a coworker? He quickly gathered his composure, paused, smiled broadly and said a sentence that I don't think I'll ever forget. "Behold Tony Loyd, the agent of change!"
Here's the funny thing. That exchange happened almost five years ago, and I remember it as if it just happened. Why is it that, with all of the full days I've had since then, all of the exchanges I've had with people, all of the places I've traveled and the experiences I've had, I remember this moment among all the other moments of my life?
Well, one quote that is oft attributed to Samuel Clemens (a.k.a. Mark Twain) is "I could live a month off a good compliment." Since I can't find an authoritative source for that quote, it might not have really been Mark Twain who said it, but it feels true nonetheless.
Last fall I went to a conference where the conference leader kept dropping the phrase "C-Level Executive" into the conversation. At first I didn't know what it meant. Now it seems like everyone I talk to is salting their conversation with that phrase. In case you're like me and you don't really know what a C-level executive is, it's someone with a "C" in their title like CEO, CFO, CIO or CLO. Get it? C-level; makes sense, doesn't it?
This brings me back to the compliment I mentioned earlier. He used another C-word, "Agent of Change," or as I like to say "Change Leader." To me, being associated with positive change is the highest form of compliment. Honestly, I'd rather be known as a Change Leader than to hold any of the aforementioned C-Level executive titles.
And here's another important c-word, "consensus." Change leaders realize the value of building consensus. Nothing great ever happens without people's consent. Obedience is not enough. There is such a thing as "brainless obedience" and "malicious compliance." That's not what changes the world. If you want to change the world, you've got to learn how to build consensus.
By watching smart change agents, I think I've boiled the art of consensus building to seven steps. Maybe I've missed something and if I have, feel free to add a comment to the blog.
Just like anything you read in any business publication, this is not a magic formula, but maybe you can think of it as a way to check-in to see how you're doing when you're trying to build consensus. In keeping with our theme, I've started each of the seven steps with a "C." Here they are:
1. Create a clear and compelling case for change
2. Commit yourself and your leadership team to sustaining the change. Convince everyone that this is more than "flavor of the month"
3. Clearly communicate the benefit for all
4. Construct a concrete implementation plan
5. Chart new competencies needed to sustain the change
6. Craft job aids, and other performance support tools
7. Consequences, consequences, consequences - Create positive, immediate and certain consequences to reinforce the new behaviors
In the next few blogs, we'll drill down into each of these seven steps for building consensus. I hope you'll join me in the conversation. Feel free to post comments so we can make this conversation a two-way street. After all, knowing that you're actually reading this and you want to participate, well, that's the biggest compliment of all.
Reaction to Change
Give me Cigarettes and Give Me Death!
In Paris, France on boulevard St-Germain is a statue of Danton, one of the leading figures of the French Revolution, his right arm outstretched in one of his famous orations. If you follow his gaze and where his right hand is pointing, you'll find…a Starbucks. That's right, within 100 meters of this statue in Paris, France is Starbucks Odéon, one of at least 9 Starbucks locations in Paris.
When Starbucks opened their first location in January 2004, I remember reading interviews with Parisians. One typical response was, "Why would I go somewhere to have coffee when I cannot smoke?" For many Parisians (32% of adults are smokers) the concept was absolutely foreign.
The other night when I visited the Starbucks Odéon the evidence would say that change has come to stay in Paris. With two floors and not an empty seat in the house, the place was packed!
Last year when my wife, Lynn and I visited Dublin, the whole city had gone smoke-free. What a great experience! We could go to a pub, have a pint or two of Guinness and never have to think about second-hand smoke. Eventually, it seems even Paris may go the way of smoke-free. Sacre Blu!
Change comes. It is as inevitable as the tides, even in countries as tied to their traditions as France. Everything is constantly in a state of flux. Change is the natural state of all things. As we've discussed in the last few blogs, it seems that the rate of change is picking up and we in turn must learn to be life-long learners in order to keep up.
In this blog we will look at three ways that most people react to change:
* Resistance
* Neutral
* Supportive
We're going to start by looking at your own personal reaction to change. Then, we'll examine the topic of what you can do as a change agent during times of transformation to help each type of person.
Your Personal Reaction to Change
Think about your personal reaction to change. If you are reading this blog, there is a good chance that you are an agent of change, therefore naturally supportive of change initiatives. But that does not mean that you always find yourself in the role of being supportive of change. If truth be told you might switch from supporter to neutral to resistor and back to supporter in a matter of minutes. So, what do I do if I find myself being a resistor?
First of all, give up the right to judge yourself. Organizations need all three types of people - supportive, neutral and resistors. Each is equally valuable as long as their positions are well thought-out and based on reason.
Resistors
Being a resistor is not necessarily negative. I mean, after all, I am writing today from France, home of the French Resistance movement during World War II. The French resistance movement was key to toppling the Nazi domination of Europe.
Sometimes it is a fact that "the Emperor has no clothes," and someone has to say so. Therefore, you might find yourself honestly disagreeing with proposed change. A room full of "yes-people" does not really serve the interest of the company does it? So, it can be good to resist inappropriate change.
Supportive
Supporters are usually the early adopters - those who feel naturally at ease with change. You probably find yourself in this category most often. As I talk to change agents, these risk-prone people would be the first to admit that they need the neutral and the resistors to balance them - to keep them in check.
Neutral
Finally, there is often wisdom to wait just a beat before gladly adopting change. These are the neutral people. As a neutral person, you will not resist change simply on principle, but you will not support change just because some says so. Therefore, it's sometimes wise to take a neutral position.
So, if you find yourself in any of these three positions, you might want to simply observe your position then say "My, isn't that interesting?" in a non-judgmental way. Ask yourself if you have a reason for taking the position you have and then be willing to change should you find evidence to support such a move.
Now, let's look at each of the three types of people from the perspective of the Change Agent. How can we best support and assist each type of person during times of transition?
Viva la Resistance!
I resist change even as I call for it.
- Mason Cooley, City Aphorisms, Fourteenth Selection, New York (1994).
Why would anyone bother to resist change? Change is inevitable, isn't it? It seems not. Often the reason that people behave in a particular way, for example resisting change, is because of past rewards. Sometimes resistance works! Resistors resist for many reasons, but one of the main reasons people often resist is because they think they will eventually win. They think this latest change effort is the "flavor of the month" and will eventually go away.
Look back at your company's history. Can you recall a time when pronouncements were made, themes were decided on, posters were printed and then the "new way" went away? This is not uncommon. Many change efforts die from lack of follow-through and resistors have been trained to keep their heads low and their mouths shut and just wait for the "new" way to fall back to the old way.
The second reason that someone may resist change is that they actually have a genuine, heart-felt disagreement with where the company is heading. These folks tend to be pragmatic and they're waiting for someone to explain to them the practical benefit of the proposed change.
What is the best strategy for resistors when implementing change? Only give them 15% of your energy. And what do you do with this energy? Offer them a personal benefit to change. After all, if we learn to resist change because of previous reinforcement, we can also learn to adopt change because there is a reward in it for us.
Put It In Neutral
The next category is the "neutral" crowd. This is where you need to focus 70% of your energy. Election strategist know that in the primary elections you need to appeal to your base (the "supportive" group), but to win the general election you must win the neutral crowd, better known as the swing vote.
Think of it this way. You don't have to win the "supporting" crowd. They already support you. Don't waste too much of your time and effort with the resistors. They have already taken a stand. It is the Neutral crowd where you need to spend most of your time and effort.
The best way to win the swing vote is by convincing them of the clear and compelling case for change. They want to be sold, but they're not going to support change without first understanding why.
Thank You for Your Support
Finally there is the supportive crowd. You cannot ignore them, so save about 15% of your energy for rewarding and reinforcing your supporters. Savvy marketers know that they need to spend time and money reinforcing the buying decision after the sale. The same should be said of smart change agents. We spend time reinforcing the decision to support the change, helping the supporters to feel smart for having supported us in the first place.
Next Time
In the next blog we will look at all of the building blocks for moving people from resistance to neutral to supportive. I call it "Navigating the 7 C's."
Moving to Higher Ground
Just as in the last blog entry, let's start with an intriguing quote:
"My message is that what's happening now is just the tip of the iceberg…What is really necessary is for everybody to wake up to the fact that there is a fundamental shift that is happening in the way people are going to do business. And everyone is going to have to improve themselves to compete."
- Rajesh Rao, founder and CEO of Dhruva Interactive as quoted in The World Is Flat, Page 191 (emphasis added)
Take a look at the picture at http://www.cultureshift.com/blog.html .
In the picture, a man is walking forward, away from the camera, gait casual as if on a lazy morning stroll. Around him a few people have begun to realize what is happening and are beginning to pick up their pace looking for a place to run. He seems oblivious of the coming danger, though from his angle he has the best point of view.
This picture is from a Wickipedia article about the 2004 Indian Ocean Tsunami. Earlier in the day a quake of 9.15 magnitude had occurred about 160 KM (100 miles) away from the spot where this picture was taken. In the end, the death toll from the resulting tsunami would reach over 200,000 people, with deaths occurring as far away as 5000 miles from the epicenter.
I wonder how many of us are like the gentlemen in the picture, strolling along casually, not really understanding how an event happening 100 miles away, much less 5000 miles away could impact our lives.
In this blog I will talk about:
" The tsunami that is coming our way, initiated by the tectonic shifts in world markets
" What you can do to prepare yourself as an individual
" What you can do in your professional life to help your company to prepare itself
POW! Your World Just Changed!
Part 2 in our series on Thriving in Times of Transformation.
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