BUD TO BOSS_StragilityBy Lisa Hillenbrand and Ellen R. Auster, authors of STRAGILITY: Excelling at Strategic Changes

Change we must, but how? Perhaps you are in a new position. Perhaps your organization is in a state of flux, and you’ve been asked to turn things around. Or maybe you are taking over a new project or leading a new team. So how should you go about leading strategic change and making your mark on the business?

In our new book, Stragility: Excelling at Strategic Changes, we recommend a number of strategies to help leaders successfully implement change. Here are a few ideas that will help you get off to a strong start:

Go slow to go fast

One of the most powerful lessons we see over and over again is that by going slower, we actually go faster. It seems counter-intuitive, but taking the time to engage with people, ask for ideas and input, work through concerns, and map implications and details in the early days of a transition or turnaround increases the likelihood that the change will be successful and will actually be executed faster in the end.

Build from what is working

As you get to know everyone, don’t focus only on what isn’t working and what needs improving. Figure out what is working and build on that. Too often, we focus exclusively on problems. However, identifying what is contributing to the organization’s current success is a crucial and an often overlooked aspect of Stragility. Understanding what’s working well can uncover strengths that you should not disrupt and can also reveal processes or practices in the organization that you should replicate.

Address pain points

Many times we respond to problems but fail to get to the root causes, so we change the wrong things. To ensure you are addressing the right issues, ask what’s not working well and then dig for drivers by repeatedly asking “Why?” Keep digging until you uncover the underlying causes so that you can generate appropriate and effective solutions. Remember: Ignoring pain points won’t make them go away, so tackle them head on through thorough investigation and by making well-informed decisions.

Identify quick wins and dates with destiny

Set short-term goals and milestones to sustain your and your team’s interest and to maintain momentum. Create opportunities for quick wins that address pain points for your team. Then celebrate your successes. Doing so will keep you and your employees focused and energized, while reinforcing the benefits of the change. 

By applying these Stragility skills, you and your team will greatly increase the chances that your changes will be successful, and you’ll find yourself not only stepping in but also stepping up to increased leadership responsibilities. 

Lisa Hillenbrand and Ellen R. Auster are the authors of authors of STRAGILITY: Excelling at Strategic Changes. Hillenbrand is the founder of Lisa Hillenbrand & Associates, and previously served as Global Marketing Director at Procter & Gamble. Auster is Professor of Strategic Management and the Founding Director of the Schulich Centre for Teaching Excellence at the Schulich School of Business, York University.

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