Write-up and share your point of view. While what you have in mind may seem clear to you, it likely is not yet to others. Writing about what you want to happen forces you to work out the logical progression of thought and to fill in the details to tell the story in a way others can understand. Share what you write with others to test for clarity and ask for help to make it clearer.
Focus on value.
Emphasize the business value your change would generate in terms others, especially those in positions of authority, can understand and appreciate.
Set the context for change.
Use the change framework to explain how what you have in mind to change exists today, why it needs to change, how it will be in the future, what must be done to get from here to there, and what will be difficult about effecting the change.
BAODN President Steve McGee facilitated the discussion in front of an audience of over 40 people at Big Heart Pet Brands Headquarters, One Maritime Plaza in San Francisco.
Christine Hunter; Vice President of Talent at Big Heart Pet Brands, formerly Del Monte.
Rochelle Kopp; founder of Japan Intercultural Consulting, wrote a book for non-Japanese about working at Japanese company, and teaches cross-cultural business communication.
Dena McFarland; was part of a significant change at Xerox where they restructured the company yet didn’t lay off anyone. She was also a consultant for hospitals to change their mindset from physician-centered to patient-centered.
Jeanamaria M. Alayaay; co-facilitated Lean Startup Product Development training for the White House Presidential innovation fellows and Presidential leadership programs, Enterprise Ireland (the Irish government’s tech accelerator), Evernote, and Microsoft Imagine Cup. She works at Luxr.
A rough summary of key points panelists offered in response to opening questions follows:
Whether one wants to change personal habits, implement a new information system, improve a business process, get team members to work together, increase a community’s appreciation for diversity, or even to topple a monarchy, taking seven actions driven by seven disarmingly simple truths will individually and collectively help achieve the goal.
Many organizations embrace the need for their leaders to convene offsite, for a day or two, in order to advance their ability to achieve a desired future state and to improve group performance by crystallizing and preparing to launch one or more Strategic Initiative. The best organizations know that to achieve optimum results such a session is best hosted by a trained outside facilitator and that pre-meeting data collection and preparation are key to success.