No, I’m not referring to the 2000s TV show featuring Anne Robinson and her famous line, “You are the weakest link – goodbye!”
We’ve all heard it. When deploying strategy and goals, where are things most likely to fail?
Communication and Change Management are usually the two main elements cited. If not done well, then yes, I will quote Peter Drucker again: “Culture eats strategy for breakfast.” There is no going back, and all that effort has been wasted, and now there is a credibility issue amongst leadership (whether leaders want to admit it or not is another story).
It is essential to ensure the strategy and goals are clear and understood by all. Pointing out “we want to grow with new products or markets,” “invest in technology,” or “invest in our people” on a 20-page PowerPoint deck that takes 40 minutes to communicate will not do the trick. Not even close. There needs to be some excitement!
The power of organizations is often best seen when you have complete buy-in and alignment to be successful and achieve your vision. I’m reminded of a time during my manufacturing career when the organization (and we’re talking thousands of employees) aimed to have all employees trained in Lean Six Sigma. As a younger site, we had done a terrific job attracting people who wanted to build a career. Providing them more tools to do their job better was not only a massive benefit for the company and its performance, but I can say the impact on the culture and sense of empowerment from the teams was incredible. How were we successful? It started with exemplary hiring practices, looking for people who fit in with the culture. It was communication, from full-site Town Halls sharing the plan and how we’re doing, to follow-up monthly and weekly operational and tactical meetings where we talked about our results, processes and outcomes. It wasn’t solely leadership present at those meetings. It meant having 1:1s to get those informal leaders on the shop floor to understand and support the change. It took a cross-functional effort and continuous follow-up, but we had a step change in performance and culture because of the effectiveness of the goal deployment.
Like many other processes we’ve discussed, multiple methodologies exist to communicate and manage change successfully. Whether one uses ADKAR, Kotter’s eight steps, Kubler-Ross, or others, or a hybrid, engaging and listening to people is the most critical step. Understand that change comes with fear and anxiety; the “what’s in it for me” sensitivity is at its peak. Town Halls, Team Meetings, Skip Level meetings, and 1:1s are all needed and of value. Ensure there is a purpose and need for each forum, though. Nobody wants to listen to a leader pontificate ad nauseam. Share the results and identify new actions and plans. Talk about how, as a team, we can do better. Bring in lunch to celebrate victories.
It might sound counterintuitive, but don’t worry about getting every employee on board. It likely won’t happen that way, and you don’t want to delay progress for eager members who are the early adopters of this approach. Some dissenters will come around when they see the transparency and success. Others will leave. In either case, it’s a win.
In whatever way it is decided to communicate and cascade with your teams the change underway, it is crucial to maintain cadence with it. As with everything, be flexible if specific forums are more or less effective. Build the communication points into your Business Operating System and Leadership Standard Work.
You’ve now strengthened the chain!