Think through the problem for your executives

Last Thursday we talked about solid analysis. We have also discussed anticipation in the past. Let’s put the two together.

You can control executive perception regarding your initiative.

In our change leadership model we teach stakeholder analysis and evaluating reactions from key constituents, then developing specific action plans for addressing these constituents. Learn more about Change Project Management – The Next Step. This applies when leading all types of change – small behavior change for a new procedure, new ways to handle clients, or implementation of huge far-reaching change.

Following solid change leadership approaches facilitates anticipation. Anticipating how important constituents are feeling about the change helps tell you where your solid analysis can be best utilized.

Here’s an example:

You’re responsible for a change to the organization. Like always, there are some members who will experience the change who are not very happy about it. Perhaps there is a bit of real resistance (concern about the impact of the changes) and of course a bit of whining about having to do things differently.

The number one complaint of change leaders is a lack of support from senior management. Well, what can you do about that? There is frequently a sense that you don’t want to gather the executives associated with a change initiative unless there is great news to share. However, this is the best time to congregate the executive team and share solid analysis with them. It is crucial for executives making decisions with the correct (unemotional) information at their finger tips. It’s better to have an executive supporting the project and exerting influence in the way you would like rather than having to react to the fallout caused by uninformed actions.

Executive leaders will help you. It’s in their best interest to promote your change initiative if it is in fact better for the organization. BUT, they need to be told what to do. It’s not feasible for them to know everything they need to know and act accordingly to promote a consistent approach without your assistance.

Back to our example. The resisters will do a good job finding reasons for not implementing the change. They will go to their bosses with their analysis. All things being equal executives will tend to support the opinions of their people in the vacuum of information.

Shouldn’t your analysis that shows your empathy for their concerns, considers all options, explains the reality, and reinforces the reasons for making the change be just as prevalent in the executive’s mind? By the way your analysis should conclude with exactly what you would like the executive to do to support the change. Upon seeking agreement on these action items, you now have a valid reason for follow-up which further opens the lines of communication.

Anticipate, analyze, and communicate to reach your desired goals.

How has communicating with executives worked for you?