Change as the Differentiator - the Why Behind the Change
The pandemic has hit us all in different ways and with varying results, and in our direct experience, what sets successful leaders and organizations apart is the way they build trust and drive change despite the challenges.
The topics of trust and change have been the theme for most of our 2023 blogs as well as our coaching and speaking sessions. At a recent speaking engagement, we explored the topics of why to change, whether to change, what to change, and how to change. This month, we will drill down into the why behind the change, and next month, I will provide some thoughts on WHETHER to change and how to facilitate change where and when necessary.
I hope that the thoughts below help you think through the why Behind the Change.
Speed to Market
Adopt changes which allow you to better plan and deliver quality products and services for an anticipated market and customer need, for that will reap financial and brand rewards.
Scale of Impact
Select change opportunities which have the highest impact on bottom line results, on customer satisfaction, on environmental impact. (Ideally these options would have minimal resistance!)
Expansion of Market
Think more broadly and openly about how your current offerings address the needs of your current customer base, and how strategically expanding both the target market and the range of offerings would impact your organization and its impact.
Evolution of Market Conditions
Respond agilely to market conditions so you can effectively decide WHAT you need to change, WHY that needs to change, and HOW to facilitate that change.
Shift to a Purpose
Adopt a ‘purpose-driven’ strategy and message and deliver an offering which makes a difference, from the perspective of your employees and your customers.
Collaboration Opportunity
Shift to an opportunity where you partner with others to deliver exceptional results. It is generally worth the effort, if planned and managed well.
Innovation Opportunity
Err on the side of innovation - whether it’s just making offerings leaner, faster, more sustainable, or whether it’s something wholly original, different, and category-creating!
Improved Employee Experience
Deliver exceptional employee experiences which would help drive recruitment, retention, development and engagement of your people.
Expand the Social Impact
Focus on driving and expanding the social and practical impact of your offerings, and drive community and connection behind these offerings as well.
Go Beyond Sustainability Goals
Plan, executive and drive programs which deliver measurable results for your sustainability-conscious employees and customers.
Change is inherently difficult for many, yet inevitable for all. Clarifying your WHY behind necessary changes is a good starting point for driving change with efficiency and grace.
Notes from last month’s When She Speaks Online Program
FountainBlue's June 9 When She Speaks program was on the topic of 'Startups Changing the World'. Please join me in thanking our esteemed panelists.
We had an amazing array of successful entrepreneurs for today's When She Speaks program on the topic of 'Startups Changing the World'. These leaders and innovators represented a range of backgrounds and experiences (although it was amazing that we had THREE chemical engineers on the panel), yet they had much in common:
They are resourceful and resilient, adept at solving problems, engaging a range of stakeholders and delivering on results.
They are inspirational and passionate about what they do, and knowledgable and creative about how to deliver on the vision/mission/values for their organization.
They are strategic transformation drivers, with a knack for understanding macro and micro trends, as well as delivering to the needs of the customer.
They are impassioned communicators and connectors, driving change with a clear purpose, delivering outcomes which command respect, and nurturing relationships which drive transformational change for the better.
Below is a compilation of their advice on leading and managing in a start-up:
Whether you are in a start-up or in a corporation, choose to be resilient, resourceful and scrappy, focusing on driving disruptive innovations which are purpose-driven.
Drive your innovation based on market trends and customer needs, but pivot agilely if and when those needs shift. (Granted, this is much easier to do in a start-up where there are likely fewer processes.)
Automate processes and tasks which are time-consuming, but make sure that humans oversee, design and drive the automations so that it makes sense and brings the desired results.
Hire and manage those-brighter-than-you, and motivate them and provide them the resources and support to deliver extraordinary goals.
My biggest takeaway from today's inspiring and far-reaching discussion is that start-up leaders must drive growth wherever they are in their life cycle, regardless of their industry or funding status.
'Growth' might involve tweaking an innovation or shifting a target market. It might mean defining a new market segment or creating a platform. It might be offering a solution to a new target market or tweaking pricing models. You get the picture - 'growth' is different for each organization, whether it's a start-up or an organization.
I was inspired by today's panelists who are continuing do what it takes to succeed. I am grateful for the innovations which change the world for us all.
Notes from last month’s Front Line Managers Online Program
FountainBlue's June 2 Front Line Managers Online program on the topic of 'Empowerment and Engagement Best Practices'. Please join me in thanking our panelists.
as an Operations Leader - Nancy Mason, NVIDIA
as a Business Leader - Tamra Rivera, Viavi
as a Customer Success Leader - Rijuta Bhagwat, Gigamon
We were fortunate to have such engaging, experienced and passionate panelists speak on the topic of empowerment and engagement. Our panelists represented a range of organizations, backgrounds and roles, but they had much in common.
They are constantly learning and striving to be the next version of themselves.
Their other-centric outlook benefits those they touch and engages and empowers individuals, teams and the whole organization.
Their drive for success is only outweighed by their passion for the success of the people who drive those results.
Our panelists began by defining 'empowerment' and 'engagement'. They agreed that there must be clarity about the mission, vision and values in order to drive engagement and empowerment - for they are the 'guardrails' and structure which define and frame 'success'.
They also agreed that being authentic, sincere and open-minded is crucial to building the relationships necessary to empower and engage individuals, teams and the organization. Communicating in a strategic, other-centric, and open-minded manner can help build agency, commitment and resilience - which are all keys for engagement and empowerment.
Below is a compilation of advice and strategies for building an engaged and empowered workforce.
On managing team dynamics:
Whereas you want people to work out problems on their own, step in and step up if they aren't able to do so.
'Drama' and 'Anchors' within a team are all over-rated. If someone is causing discord in the team, it's hard for anyone on the team to feel empowered and engaged. As a leader, have the courage to directly address the issue, so things don't go from bad to worse.
Address conflicts and issues early on, rather than letting them fester and grow. In fact, hire more for chemistry than for 'checking all the boxes' regarding qualifications might help pre-emptively address this issue.
Embrace the learnings from uncomfortable conversations, for these learnings might lead to new, better and more innovative approaches to problems, opportunities and challenges.
On creating a stronger culture:
Encourage and reward responsibility and accountability, acting as one team toward well-defined goals, with shared rewards.
Help everyone on the team be difference-makers, making much more impact and progress together.
Encourage everyone to take measured risks and fail forward, learning from mistakes. (But make sure that people aren't making the same mistakes, for that's not 'learning'.)
The bottom line is really about intentionally growing a trust-based, change-embracing workforce - one that is empowered and engaged, one that delivers sustainable business results.
Resources:
FountainBlue April 2023 blog: Empowering a Trust-Based, Change-Embracing Workforce
FountainBlue May 2023 blog: Change you can Trust, Trust that you can Change
Notes from last month’s VIP Roundtable Online Program
FountainBlue's June 9 VIP Roundtable was on the topic of 'The Future of Work'. Our executives in attendance spoke extensively about the need to find purpose in the work we do, and the need to build connection and community in a workforce which may be remote, hybrid, or otherwise disconnected.
There's no question that an engaged and passionate workforce would drive both innovation and bottom line results. The question is how to manage the culture and teams so that everyone is committed to achieving outcomes and milestones.
No employee, team, organization or industry is the same, but below is a summary of advice for driving the future of work:
Passionately and clearly communicate your purpose, mission and vision and align your programs, products and work to that purpose.
Empower and enable your workforce by providing flexible working options around time (to do the work), location (remote, hybrid, in-person), and hours (of work, including shared job options).
Adopt the technologies and processes which would make it easier for a varied workforce to fully participate, commit and engage.
Below are thoughts on managing a hybrid workforce:
Have a reasonable and clear policy regarding whether to show up in-person and why it might not be equal, based on roles, tasks, regulations, etc.,
Coach and train managers and leaders to ensure that in-person time is time well spent building connections, facilitating serendipitous encounters, optimizing collaborations in-person, etc.,
Don't have a return-to-work mandate without explanation
Don't have people come in to do work which could just as easily been done at home
Below are thoughts on how to manage a team better, given the new ways we are working:
Be clear on what to do (as an organization, team or individual), who does what (role clarity on who's responsible, accountable, consulted, informed), where to do it (hybrid, remote, in-person), when to do it (synchronized, additively, serially).
Manage and lead in a way which instills trust, builds engagement, rewards innovation, and inspires employees to go the extra mile, taking pride in the work they do.
Executive management must consistently walk the talk, listening attentively to the feedback provided by others.
Provide employees with flexible work options, while also providing technologies which allow them to work productively given their chosen timing, location, role choice.
Provide the training and support (upskilling/re-skilling) to develop employees so they can be prepared for new management or program opportunities, including adoption of digital skills.
Leverage technology to enable community, which is particularly important for Gen Z employees.
Below are thoughts on how innovation can support the future of work:
Digital twins with AR/VR immersion - headsets are just the beginning!
Leveraging ChatGPT to do everything from increasing productivity to providing support, from enhancing training to facilitating conversations
Interactive games to connect people and build relationships
Continued evolution of online team tools including audio/video options, white-boarding, etc.,
The way today's companies look at the future of work will disrupt the 30 trillion dollar commerce real estate industry, which includes all the infrastructure and support services provided to corporate workers, including transportation, goods and services, restaurants, etc., It's not clear WHAT will happen with the commercial real estate trends, but it IS clear that companies will have to address the way we work going forward, and how that maps to how much physical office space the company needs.
Future of Work Startups mentioned:
www.sowork.com SoWork is where your team's work happens. Where they build your culture, get shit done, and become a real team again even across long distances. Move in, build your own custom office, and get better work done, faster.
https://sphere.tech Immersive Collaboration Solutions for Enterprise: Sphere Seamlessly Integrates XR into Daily Business
Processes to Supercharge Productivity
www.ready-robotics.com We make your robots better.
Eliminate the risks and challenges of deploying automation. Discover how READY gives you the power to program and manage your entire workcell your way, from a single, easy-to-use interface.
Based on this morning's conversation with some real trailblazers, the limiting factor is NOT around leadership or innovation, for we have plenty of both. The limiting factor is really around the culture and mindset of individuals, teams, organizations and industries.
Those who will rise from the headwinds around the pandemic and ride the tailwinds that follow will build a culture of trust which also proactively embraces change.