Ahead of change or behind the times?
CEO Change Action #2: Ensure excellent execution with the right leaders, planning, resources and accountability.
If choosing the right changes is critical, “how we’re going to get there” becomes equally important. CEOs who are smart about change know the importance of PPRA:
- People—change leaders have the right competence, connections, and challenge
- Planning—change planning builds in actions, timing and communication
- Resources—success with the change requires adequate funding, technology, and staffing
- Accountability—all levels need collaboration, stamina for the change, results
CEO Change Action #3: Define high aspirations—make clear the specific targets and desired results.
The CEO ahead of change breaks the strategies into understandable challenges, then clarifies the targets for results so everyone can grasp them. Key success indicators for the change will represent a balance of targets:
- Financial measures
- Customer satisfaction
- Operational efficiencies
- Employee satisfaction
CEO Change Action #4: Require an engaging workforce change process—use or hire an experienced change agent/strategist.
Top CEOs know that, above all, successful organizational change is a people process. They know too much is at stake to leave the workforce change process to amateurs. The many variables involved require a facilitator experienced in workforce change. If you have that experience inside, great—assign them full-time to lead the change process. If you don’t or can’t do that, you need outside experience (an independent consultant) to lead the workforce process.
Factors to consider when hiring a change consultant to organize and coach VPs through the change process are:
- Does your organization have a poor track record with communication?
- Is there rivalry in the mid- and senior- management level?
- Are you dealing with entrenched mindsets and temperamental employees?
- Are there some persistent performance problems in the workforce and teamwork inconsistent?
- Are multiple types of change being introduced at the same time?
CEO Change Action #5: Stay highly engaged—personally and visibly.
“Inspect what you expect” holds true here. The CEO’s personal presence alone makes the change not only important, but mandatory if his/her message is consistently delivered at grassroots and all levels.
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