The first words spoken by the CEO at a kick-off meeting are the key sentence that we get almost every time we begin a change process: “The present situation it is impossible, everyone understands this. There won’t be no issue with adapting to the change here”. This sentence includes two contradictions and if we do not know how to identify them, we encounter barriers to the change, exposed and unprepared: First, the difficulties of adapting to change are often emotional. Therefore, a “logical” solution will not adequately address most situations. Second, it appears that even when there is agreement as to the disadvantages of the existing situation, there is no agreement on the right solution Everyone has an idea or a different way of thinking as to what is the right change. How do you manage this confusing situation? Most importantly, do not fall into the trap of “everyone wants change.” Plan a gradual and structured change, and especially – share all stakeholders in all relevant decision crossroads! The agreements will divert from dissatisfaction to creating a joint solution
Month: ינואר 2019
A new CEO asks
I was appointed as a manager in an experienced company. This is not my first job, but I was still surprised to find a large, tired and unambitious staff. One-on-one they often talk about successes and praise themselves. I do not want to destroy their confidence, but they need to be realistic. We raised the question in our senior executives’ course and received practical answers: – Awareness – The way to achieve it is balanced feedback. Give real feedback which should always be composed of “improve and preserve”. – Data – Sometimes the answer is simple. Prepare a control report to analyze the existing situation. Each manager will analyze his responsibilities according to the report and write what he intends to change – Definitions – Sometimes out of a desire to say things directly, we forget to plan our message so that it gets said in a way that can be heard. Design your feedback so it can be accepted and adopted. The group’s summary was worn-out but true: It is not important to be right, it is important to be smart – do not just say everything you think, but find the right time, place and with the appropriate respect
Pool Tools – The Social Toolbox for Managers
Managerial development is moving beyond the classroom and one-on-one meetings toward the social channel. Our team frequently meets managers who consult with us and struggle with everyday dilemmas. We assumed you’ve probably encountered similar situations, and thought it would be worthwhile to turn our collective experience into a shared social toolbox for managers.
We will raise dilemmas, and you are invited to share, bring up similar situations, and suggest tools for “our manager.” On our end, we are available for personal consultation via video messenger or written messenger to continue discussing dilemmas on a personal and confidential basis.
This time, we’ll look at the case of “Keren Ltd.” (a fictional name, of course), a mid-sized company operating in a highly competitive market. The owner is also the CEO—very aggressive, works around the clock, and believes this is the only right way. He struggles to accept that senior managers have lives outside of work. His attitude toward people is strictly “black and white.”
He is surrounded by two “rings.”
The inner ring consists of a small clique: two out of five VPs and the company’s bookkeeper—his confidants, completely loyal to him.
The second ring includes five division managers who work day and night, receive generous bonuses, and are occasionally recognized. When he is dissatisfied, however, they are met with coldness and sometimes even open aggression. For the most part, they are extremely busy and barely have time to lift their heads.
The market is small and niche, and managers are afraid to leave because everyone knows everyone, and recommendations are critical. A young manager approached us with the following question:
“I really want to develop the team leader who reports to me and strengthen him, but I know that if I expose him to the CEO, he is likely to take harsh ricochets and lose his confidence. On the other hand, if I protect him behind closed doors, he will never be exposed to the real professional world, and I won’t be able to properly mentor him. What would you suggest she do? A dilemma…”