Start an Organization Transformation
Moravec and Associates Strategic Transformation Practice
First, gain the trust of employees and earn credibility with them.
Address employees' concerns before seriously addressing management's financials. If the employees are not on board, the turnaround, joint venture, post merger/acquisition plan, reorganization or sustaining success is at risk. Quickly fix the things that can be fixed and are highly visible to employees at all levels, in all functions, processes and geographic locations. You'll show employees that you listen, decide, and act on their concerns.
Visible results and deliverables from the first step earn credibility with management.
As you meet with your peers, as well as those below and above you, expectations are being established directly or indirectly. As you get to know them face-to-face, ask what they want and need. In conversations-which must not be superficial or cursory - work in your points. Find data and local examples to back up these points. If you tailor your points to their needs, they will come to know you want them to succeed. Make sure they understand that with your execution support, including
align-accelerate-transformation, success is possible, but it won't be a cakewalk. Tell them how valuable the capacities unique to each, participation and involvement will be.
This will take several engaging conversations. Don't expect immediate action in response; there will be a lag. They may not tell you so, but they will want to hear your message again and again in different ways and in different contexts. They will also want to compare notes with their colleagues, who have experienced face-to-face conversations with you in different venues.
After your message goes out, eventually-but not instantly-you will hear the echo. (Remember what it was like when you were a child and waited for the echo.) When you listen, repeat, wait, and hear the echo, you'll know how well you've succeeded in getting your message across.
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