This client knew that setting a vision for the changes in roles and responsibilities was important. The added complexity and urgency for change, with lots of oversight, meant that team members were going to be outside of their comfort zones quickly. In some cases, they would be tested by work they had no experience doing. The goal was to help the leadership team create a shared foundation and sense of culture to promote trust, collaboration, and resilience. We wanted to minimize potential resistance and, as can happen with change, paralysis.
- Creating a clear vision of what was changing and why it was changing was critical
- As a publicly traded company, board of directors visibility was high
- An open and transparent process for assessing current state and future state together would reduce tension
- As trade-off decisions are made, tough decisions on budgets and personnel are required
- Opportunities for the global team to come together in person are limited
The leader hired me because of my specific expertise in talent management consulting, change management, executive coaching, and organizational design. I have a strong understanding of how teams operate and how resistant and emotional people can be to change, especially when they’re personally feeling fear. My insights allow me to be both strategic and practical in my recommendations. “People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feeling.” John Kotter, The Heart of Change