Strategic Change Management Model
I’ve talked before about the “First Five Percent. That’s my approach to strategic change management that says the quality of the first five percent determines what happens in the rest of the process.
I was in Los Angeles last week, working with a large association, on a strategic plan for their organization. It was the beginning of a year-long process to create a high-performing organization. One of the practices of the First Five Percent is to allow as many persons to participate as early as possible.. You can never forsee who might have an amazing idea. Bringing many participants as early as possible, the faster you can get excellent minds and the undescovered talents..
There were 300 board members, chapter leaders, and local officers in the room. The plan was not rigid.. I was prepared to go in different directions, depending on the first exercise, to assure high levels of participation. The first question I asked was: “Think about two years down the road and where you want the association to be. Present to me your desired outcome and your idea of desired result..
They worked on this question for 60 minutes and wrote down their responses on flip chart paper. Each team made a presentation afterwards.. I then asked them: What did you hear yourselves say? Did you have meting of minds?
Everyone called out what they heard. ” Increase membership.” “Fill our vacancies,” ” Create a new business line.” Their juices were flowing.”
” How does one gauge success.”? I enquired. They shouted out what they’d heard. I listed four measures of success. I asked if they all agreed. Everyone raised their hands.
They took a break for lunch. While everyone stopped talking, I formulated my next course of action.. I scanned their position papers, and realized that it will not be hard to mine their intensesity.. I wrote a dozen of goals in my power point. Making us politically sound and increasing the membership are the most pressing targets of the group.. The. When they got back from their lunch break, I said: “Now look around the room. These are your goals. Find a goal you feel passionate about. Follow your goal. If you feel passionate about another goal not listed, there are blank pieces of paper.â
The group divided itself into teams around each goal. I asked them to develop an action plan for each goal and then report out. During the presentations, I noted vital concerns that required resolution and opened brainstorming for each one.. When people drifted off topic, I invoked the two-minute rule (âAnything important can be said in two minutesâ) and they got back on course. We ended at 4 pm..m.
I asked people to share what they liked about the meeting. ” The atmosphere was envigorating.” one person commented.. “Great ideas,” A lot of people made obervations. ” Your direction,” a personnel said. “The two minute standard!” Several shouted. “We are delighted to be making our organization,” a woman exclaimed..
“And what change would you like to see?” I enquired.
That we have to depart!” one man shouted. Everyone laughed.
Next blog article: Our Change Management Model
About the Author: Eric Douglas is LRI’s senior executive business consultant with expertise change management, leadership development, and strategic planning. His latest leadership book is called Leading at Light Speed.