Most TEC-involved CEOs and organization leaders are well aware of the elements that need to be in place to create change initiatives. In today’s world, change comes more rapidly than ever.
But by and large, these initiatives are not sufficiently successful … at least they don’t reach the performance levels we aspired to.
In his TEC presentations, Michael Canic of Bridgeway Leadership, Denver, provides a litany of required efforts under the headings of the right environment, focus and people. But we get all that. We do it, at least most of it. So, why don’t our people make it happen?
He was asked about the top three reasons after a recent presentation. They are, in his consulting experience:
1. CEO Commitment
We say we are, but we actually aren’t. Canic says, “There is a massive difference between the will to win, and the will to do what it takes to win.” We earnestly put in place the roadmap for the change initiative and make assignments to our most competent direct reports, with touch base sessions. But then we get distracted with all the other demands on our time. We fail to give the impression that the change effort is a “must”. We send a “mixed message.” The energy we initially created subsides.
What the CEO has to do, he says, is have just one major commitment at a time … and focus relentlessly on it. There might be three important ones, but deal with them sequentially. It will be CEO attention that makes them happen, he says. By your paying attention, people take responsibility to perform on schedule.
2. CEO Capability
Simply, this means that some important elements aren’t put in place. The CEO doesn’t know about them, or doesn’t feel they’re important to the initiative. We’re good at knowing the technical things that have to happen, but not the “people” things. These include knowing that people really do understand the purpose … what success looks like … have the knowledge and skills to do what’s expected of them … that they know what’s expected and by when … that they get affirmation … and help when they have a problem. Simple things when we say them … but often missed. Have a very visible Master Calendar, showing initiatives, champions and timelines, and manage to it. It shows people the whole process is being managed, and they see where their part fits in.
As Canic says, what YOU do as CEO is not as important as what your PEOPLE experience. Don’t assume.
3. CEO Control of His/Her EGO
Too often, he says, CEOs compromise their own forward success by reflecting their past success in how they comport themselves, in their demeanor. People recognize this immediately. You aren’t on the same “level” with them, not on the same “team” with them … and it affects their commitment. Successful change leaders hold their egos in check. They put what’s necessary in place, and then spend the rest of their time being a servant, helping others to be successful.
Interestingly, he notes, all failed change initiatives come down to the CEO!