Reflections on "Why Transformation Efforts Fail" Part 1

The article in the Harvard Business Review "Why Transformation Efforts Fail" is focused primarily on large organizations (think GE, P and G) but also has relevance for smaller businesses. After joining my organization I was given the task to turnaround a smaller uniform company that was experiencing a slow (but obvious!) decline in sales. The change process that was created certainly didnt have the structure that this next framework possesses although it likely would have been more successful (i.e. faster) if it was used within this context. This article outlines 8 errors that cause tranformations to fail.

The first error is that organizations do not establish a great enough sense of urgency. The primary cause of this error is the fear that creating disturbances and awakening people to the pending disaster will cause more harm that it creates. In situations - such as mine - where organizations are in slow decline, employees create a delusion that things are fine or place blame elsewhere. While a leader must take every precaution to not sink the ship while fixing it, action must certainly be taken.

The second error is a branch of the first in that once a sense of urgency is created, a group within the organization must form to carry forward the urgency. This group must include senior management if it is to take hold and create lasting change. In the case of my particular company, small by any comparison, the group would have to include almost everyone. This was made difficult as information flow within the 'management' of the company did not allow flow to the lower levels. While its vital to have senior management back the change, without the employees included in won't go far.

Once a sense of urgency is created and a group is formed to back the changes, the leadership must decide where the group is to go. Lacking a vision is the third major error of change transformations. This designed future must be easy to communicate, created from within the team and appeal to customers and employees alike. This was the major error within my organizations change efforts; no vision was established and like Don Quixote, we were riding off into every direction at once.

The next logical step once the vision is created is to communicate the vision. While a vision should never have to be sold, it must be communicated clearly and concisely. Like Jack Welch, if each employees isn't able to communicate the top three goals of the company than the leadership isnt doing a good job. Within a small company this vision is best communicated with weekly or daily meetings. Like the daily early morning cheers at 1-800-GOT-JUNK, these meetings can be take any form but must be consistent and meaningful. My father once emphasized this point within his company. Each friday he would shut down the office for a full two hours to discuss the companies goals and hold learning sessions.

Gap Ad

Been into a Gap lately? Notice how there might be a few people in there but almost nobody is buying. Think of yourself, when was the last time you bought something Gap? Good chance that you bought a white shirt for work or that you picked up a t-shirt...maybe. While Gap was popular a few years ago, it has fallen out of favor with almost everyone. And with a large store in almost every major market in North America, this is a troublesome situation to be in.

Like most large corporations Gap has a certain amount of organizational inertia that can be difficult to slow down at times. This is clearly evident by its current situation and the noticeable lack of response. The executive board has either chosen the wrong strategy or is too out of touch to realize the peril its brand faces.

The link belows shows an ad that was created, but axed at the last minute, to show that Gap realizes it must change and is making progress. The organizational inertia is rarely ever displayed that by the fact that Gap pulled the ad before it aired.

http://www.slate.com/id/2132600/

Organizations, like individuals, need to continually reassess their direction and make adjustments as needed. Or as its better said by Oliver Wendell Holmes:

“To reach (our goal), we must sail sometimes with the wind and sometimes against it. But we must sail and not drift, not lie at anchor.”

Now what?

Maybe you are like me, just recently graduated, have too much debt, working at your first job and trying desperately to become successful (whatever that means). It all seemed so easy when we were young. High school was easy, do well at the test that teachers give you and you are doing well. University, much the same. End of chapter, new chapter begins. What is this chapter called? Let's go with HOLY SHIT I HAVE TO MAKE ALL THESE CHOICES!!!

Are you scared? I am. These limitless choices that I have to be make from here on in. In the meantime pretending I know what I want... go to Harvard, be successful at business, marry a beautiful woman etc etc. But why is there a part of me screaming to go to Africa? Screw the wealth, gimme some work that has true human impact. What about this part of me that is screaming to have fun and enjoy my youth? Lets get a beer tonight!!

If every choice is an opportunity then we have a tremendous responsibility, both to ourselves and the world. For a long time, I felt as though the world impacted me, now its the other way around. If opportunity is the first door of choice, consequence is each door after. Maybe its a matter of simply opening the door that leads to as many of the doors that you want.

Every second, minute, day we are walking through doors. Some close behind, some open that we never expected. A friend pointed out to me that I "pretend really well" that I have my shit together. I don't.

Situational Leadership

My dad recently sent me an article titled Lessons in Leadership, An Interview with Paul Hersey. Not knowing who Paul Hersey is (should I?) I was hesitant to waste either the brainpower or time to read the article. However, 5 mins into my one hour bus ride my Ipod dies. Ok, some creepy lady is staring at me and chewing at the same time, might as well read the article.

The article begins with a definition of Leadership, "... is simply the process of influencing someone to do something that he or she might otherwise not do." Not a bad definition by my standards. He also makes it very clear that its not manipulation but simply influence. It seems now that if leadership is influence, then influence is leadership. Which also has the effect of dispelling the notion that leadership is top down, rather its 360 degrees and in every aspect of your life from family, friends, associates, peers and most importantly, bosses.

So what is the best way to influence others? Two types of behaviour: Task behaviour and relationship behaviour. The relationship exists between the two in a simple model of high task behaviour/low relationship behaviour, low task/low relationship, high task/high relationship and high task/low relationship. In different leadership/influence situations there will be a appropriate combination to use. In a emergency situation, car accident for example, there is little time to worry about the relationship but proper instructions must be given thus the situation calls for high task/low relationship style leadership. To explain each further, task is instruction-based with a given set of criteria whereas relationship behaviour focuses on the interaction between the people involved. This can range from support and emotional guidance to motivation and energy. The leader should always use a combination of both, never all of one.

I think back to the leaders that have provided me with the most inspiration. When directions needed to given they were given but always with a touch of caring. However, it seems that the emphasis is on task behaviour in the early stages of a persons career. Certainly it seems that there is room for more relationship influence among a persons first jobs. Next time you are dealing with an employee, boss or family member, look into the situation and decide what leadership style is needed. If your secretary comes to you and tells you that her sister is in the hospital, do not list off the steps to a healthy recovery. Give her the caring that she needs. That is leadership.

Email me for the article at: andrewjmckee@gmail.com