|
 Breaking
away from the status quo is never easy. Knowing how to effectively change
a company is often a mystery.
The
truth is, organizational change is complicated by two, very human factors
– it is intensely PERSONAL and enormously
POLITICAL.
 Because
change is risky, many companies eagerly pursue quick fixes and management
fads to avoid dealing with the thorny issues of change.
Intuitively we know
better. While quick fixes give the illusion of progress, they actually
waste resources.
Ultimately, quick
fixes produce inefficiency, demoralization, and a management credibility
gap. Workers often call these kinds of management initiatives the "management
program of the month" syndrome.
HOW TO GET REAL PROGRESS
Making real progress
means getting leverage on the activities that drive real action, and
eliminate the "program of the month" mindset.
TEST YOUR CHANGE LEVERAGE I.Q.!
Getting
leverage on the key change motivators is the key to success. We call
these key motivators "Change Levers."
Brady
& Associates' studies have discovered eleven key motivators that
make organizations "click." Not all of the Change Levers are
created equal, but all are required to create a healthy, productive,
seamless organization.
Take the Change Lever I.Q. Quiz below and find
out how your answers stack up to our findings.
After
you've taken the survey, move down the page and see what 200,000 people
have discovered.
SURVEY INSTRUCTIONS:
- First, record your
answers by printing out this page, or use a piece of scratch paper.
- Second, remember that
ALL of the items below are critical to the organizational success.
- Force Rank all eleven
items below in the order of their importance based on your personal
experience,
- Circle each item by
circling a number 1 to 11 (1 = highest leverage on results during
change, 11 = lowest leverage on results during change).
- Use each number only
ONCE.
- Have fun!
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CHANGE LEVERS
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| High 1
2 3 4 5 6 7 8 9 10 11 Low |
Strategic, financial and marketing plans
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High 1 2 3 4 5 6 7 8 9 10 11 Low
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Leaders' role modeling, teaching and coaching
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High 1 2 3 4 5 6 7 8 9 10 11 Low
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Formal vision, mission and philosophy statements
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|
High 1 2 3 4 5 6 7 8 9 10 11 Low
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Policies, procedures and practices
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High 1 2 3 4 5 6 7 8 9 10 11 Low
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What leaders pay attention to, measure and control
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|
High 1 2 3 4 5 6 7 8 9 10 11 Low
|
Promotion, recruitment and termination criteria
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|
High 1 2 3 4 5 6 7 8 9 10 11 Low
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Leaders' openness, trust, and communication
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|
High 1 2 3 4 5 6 7 8 9 10 11 Low
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Allocation of rewards, recognition, status, and punishments
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High 1 2 3 4 5 6 7 8 9 10 11 Low
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Design and use of physical space
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High 1 2 3 4 5 6 7 8 9 10 11 Low
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Leaders' reactions to critical incidents and organizational
crises
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High 1 2 3 4 5 6 7 8 9 10 11 Low
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Organizational structure, and reporting relationships
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AND
"THE SURVEY SAYS" …
Our
research reveals
the key motivators (in order of highest impact) for a seamless organization
are:
- Leaders'
openness, trust, and communication
- Leaders' role modeling, teaching and
coaching
- Leaders' reactions to critical incidents
and organizational crises
- What leaders pay attention to, measure
and control
- Allocation of rewards, recognition, status
and punishments
- Promotion, recruitment and termination
criteria
- Organizational
structure and reporting relationships
- Design
and use of physical space
- Policies,
procedures and practices
- Strategic,
financial and marketing plans
- Formal
vision, mission and philosophy statements
 SO,
WHAT DOES ALL THIS MEAN?
IT
BOILS DOWN TO A BLINDING FLASH OF THE OBVIOUS!
 First,
people look more closely at what their leaders
"do" rather than what they say. They look to their leaders
for cues about what's important during change. A leader's
actions either make or break an organization.
-
- Insight: If
you're doing these, most of the rest will come along. If you're not,
the organization maintains its status quo.
-
-
Secondly, people are more concerned about their careers
and security during change than they are about company
strategy, structure, systems, procedures, and physical space.
Insight:
If you address people's job insecurities,
you maintain their confidence, productivity and profitability. If
you don't, it will take up to 30 months just to get your company
back to zero.
-
Finally, in spite of all the fuss managers make about strategic
plans, org charts, policies and procedures, physical space, formal
declarations of vision, values, etc., people don't pay as much attention
to them unless
they effect them negatively.
Insight:
The things management typically spend
most of their time on, have the least leverage on people. If, as in
the Enron and Andersen Accounting scandal, employees perceive management
is being unfair, you lose the ball game.
Summary: ALL
of the levers are important, but some have much greater leverage than
others.
CHOOSING
THE RIGHT LEVERS IS THE KEY . . .
Using change levers effectively is like learning
how to use the 88 keys on the piano. Each lever is different and combined
with others creates different results and different dynamics.
Successful
organizations learn to use the change levers to develop a high-performance
team working in harmony …
The secret is knowing which levers are right for you organization.
TO LEARN MORE
ABOUT WHAT CHANGE LEVERS ARE RIGHT FOR YOU, CALL
1 888 708-6776 TODAY!
Call us toll-free for a complimentary phone
consultation to discuss your needs.
You'll get an impartial professional assessment of what
you need, and if we can't help, we'll refer you to professionals who
can. You've got nothing to lose and everything to gain.
CALL 1 888
708-6776 TODAY!
(888)
708-6776 * (805) 549-8246 * (805) 549-0789 fax
1377 Woodside Drive, Suite 2020
P.O. Box 772, San Luis Obispo, CA 93406
www.brady-associates.com
COPYRIGHT
2002 BRADY & ASSOCIATES, INC. ALL RIGHTS RESERVED.
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