Expanding upon the element of the F in the formula, or First Steps (DxVxF>R), it's crucial to understand that this phase is where the rubber meets the road in implementing change. Simply talking about change isn't enough; action must be taken to initiate the transformation process.
During the Visioning process, it’s also good to ask the following questions about the current reality as well as the desired future reality. Look for gaps in thinking and identify the action steps that will need to be taken to close the gap.
The Vision needs to be so clear that everyone gets it. No management mumbo-jumbo, no statistics that are meaningless to most people; no negative visioning. The vision needs to capture our imagination so clearly in our mind's eye that we know exactly what it will look like when we get there. A compelling vision transcends mere strategic objectives; it paints a holistic picture of the organization's identity, values, and aspirations. It resonates with employees on a deeply personal level, evoking a shared sense of belonging and commitment to a common cause.
We explore the dynamics of change within communities, framing stakeholders into three distinct roles: Change Champions, the Toxic Few (Resistors), and Bystanders. We use the Change Bell Curve to emphasize the importance of focusing energy on engaging Change Champions and winning over Bystanders, while not wasting efforts on the entrenched resistance of the Toxic Few. By understanding these dynamics and leveraging effective communication strategies, communities and organizations can navigate change more successfully and foster a culture of growth and adaptation.
As we continue to journey through the Change Formula, we need to be able to craft a compelling Case for Change within the Change Formula, focusing on dissatisfaction (D). Through communication, leadership support, and a culture of improvement, we address why change is necessary and its implications. Articulating the Case effectively across platforms to build support and counter resistance is crucial.
As we continue to journey through the Change Formula, we need to be able to craft a compelling Case for Change within the Change Formula, focusing on dissatisfaction (D). Through communication, leadership support, and a culture of improvement, we address why change is necessary and its implications. Articulating the Case effectively across platforms to build support and counter resistance is crucial.
Relationships matters when creating a vision for your organizations because you cannot create a vision without being innovative, creative and ready for change. Brene Brown once wrote about vulnerability saying, “Vulnerability is the birthplace of innovation, creativity and change.” Vulnerability is the ability to handle uncertainty, to take risks and most importantly embrace emotional exposure. This makes sense. Are you more likely to risk sounding “in left field” if you trust the team you’re with and can be vulnerable around them? Would you mention the “unmentionable” at a board retreat if you trusted that the board members have your best intentions at heart? How can we ask people to tell us their best, perhaps wackiest ideas if they can’t be vulnerable around us?
What are you really trying to accomplish with a strategic planning retreat? Couldn’t a Level 5 leader, to use a Good To Great reference, figure out the risk-taking decisions, gain knowledge of the future, organize efforts, and measure results? So, why then do we gather people together to work on the above definition? Here is why we actually bring teams, boards and diverse people together for a strategic retreat….
August is a time when a board or organization should start to look at their strategic plan and decide whether they need to update it or create a new one. One such organization did reach out, having not a lot of other options, and decided to work with me on their strategic plan. Here’s what we did in 30 days…
