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Casual Articles - Managing Change - The Key Ingredient to Driving Change
When you think of a railroad conductor, what is the first thing that comes to mind? Usually, it’s the guy riding in the caboose of a train. Even though the caboose has been left behind, the important job of a conductor hasn’t. The position is alive and well and both men and women are working hard at it.What exactly does a conductor do? Well, they coordinate the movements of the train crews. They also review schedules, sw
What I explained to him was that his Lieutenants, his direct reports, were smiling to his face and going out preaching change to anyone but their own organizations. His sales VP was the wo
The temptations are there – warm, lazy, casual days, when the shoes of choice are "flip flops." Taking the summer off and getting back into the groove of things when the "kids go back to school" would be very easy. You think to yourself, "Nothing's happening during the summer anyway – everybody goes on vacation during these months."Stop! This is not the time for giving in to those pleasures and giving up on your job sear
One time awhile back I was having dinner with the CEO of a $500 million tech company. We were discussing the changes he was trying to drive and how I might help. He went in to great detail all the things he was doing and how if he could sustain the efforts it would change the company. Then he turned and asked, “People just don’t get behind it. What is the key to driving these changes?”
We all know that is the question of the century. I turned and said, “You!”
He was puzzled as all leaders are when confronted with the reality that what they want to happened and what does happen are too often two very different things. As you can imagine the CEO was shocked and more than intrigued. I told him the one key fundamental truth of change. If the highest ranking person, the one over all the parts of the organization impacted by the changes, blinks during the change effort it will fail.
What I explained to him was that his Lieutenants, his direct reports, were smiling to his face and going out preaching change to anyone but their own organizations. His sales VP was the wo
Pictures are worth a thousand words – you know that. The same holds true for an outdoor sign. Not only is your outdoor sign effective in bringing you additional footfalls, it is one of the most cost-effective methods of advertising a business. Let us take an example to illustrate how effective and cheap an outdoor sign can be:Cost of outdoor sign: $25,000Life of outdoor sign: 8 yearsFloating populatio
We all know that is the question of the century. I turned and said, “You!”
He was puzzled as all leaders are when confronted with the reality that what they want to happened and what does happen are too often two very different things. As you can imagine the CEO was shocked and more than intrigued. I told him the one key fundamental truth of change. If the highest ranking person, the one over all the parts of the organization impacted by the changes, blinks during the change effort it will fail.
What I explained to him was that his Lieutenants, his direct reports, were smiling to his face and going out preaching change to anyone but their own organizations. His sales VP was the wo
What potential owners are looking for when reviewing businesses for sale is some assurance that this year’s income can be repeated or improved into the future. A starting point for this is evaluating whether the stated profits are real.A potential owner reviewing the performance of a business over several years may be presented with a substantial difference between the current years EBIT and previous years. They will ne
We all know that is the question of the century. I turned and said, “You!”
He was puzzled as all leaders are when confronted with the reality that what they want to happened and what does happen are too often two very different things. As you can imagine the CEO was shocked and more than intrigued. I told him the one key fundamental truth of change. If the highest ranking person, the one over all the parts of the organization impacted by the changes, blinks during the change effort it will fail.
What I explained to him was that his Lieutenants, his direct reports, were smiling to his face and going out preaching change to anyone but their own organizations. His sales VP was the wo
It has always been a debate whether to buy new or used construction equipment. Smaller fleets prefer to buy used construction equipment as they attract less capital investments. Another reason for people to opt for used construction equipment is that they are sometimes as good as new and come at a very heavy discounted price as compared to that offered at the showrooms.Moreover, Associated Equipment Distributors (AED) an
What I explained to him was that his Lieutenants, his direct reports, were smiling to his face and going out preaching change to anyone but their own organizations. His sales VP was the wo
States that have adopted this standard as a way of attracting businesses, have managed to do so without an outcry by the vast majority of voters, employees. After all, why should there be an objection? It sounds so fair and evenhanded on the surface. If you, the employee, no longer want to remain in your position, you simply move on after giving appropriate notice. No reason need be given, though you’ll no doubt be asked an
What I explained to him was that his Lieutenants, his direct reports, were smiling to his face and going out preaching change to anyone but their own organizations. His sales VP was the worst. Everyone else needed to change but by gummy his organization ‘always delivered’ and didn’t need all this stuff. Oh he told the CEO, his buddy by the way, that he was playing the change game but his actions proved different.
I told the CEO that when driving change you have to follow a simple process. If you are the Big Kahuna in charge of the areas of the organization being changed then you need to follow these steps …
1. Get real about what you want to accomplish with the change.
2. Count the cost both financially and with your people and only then decide to make the changes. Once you know the cost then you apply the nomoreBS philosophy and look in the mirror and seriously decide whether you are willing to pay the price. If you are then commission the work.
3. Commission the work after deciding the hard part, number two above.
In the case of this CEO he had already embarked on his change journey. His VP of Sales was a major roadblock to the change effort. I told him that if he was serious about the changes then he’d have to confront his sale
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