The Tribe Report 4. The Change Management Issue | Page 22
“Monitoring and Mitigating Threats to Success” are iterative.
They start at the beginning and continue throughout the
process. They allow you to plan specific behaviors and actions,
identify risks and limit any potential damage to the progression
of the change. In short, they add a level of consistency to the
change and help it succeed.
TRIBE What effect does rotating leadership have on a
to drive the
It can kill it. Every strategic change – and
company transformation is certainly that – relies on someone
championing and sponsoring the change. If that champion
leaves, then you almost have to come to a dead halt and
reassess the situation. There’s a process we built into the
framework we call Vision Maintenance. It says every three
months or so, you go through a very structured exercise that
asks, “Are we still doing the right thing?” If you have new
leadership, you need to take a big step back to make sure
they’re as supportive as the original leaders and understand
their role to help the company through a difficult time.
TRIBE When undergoing an organizational change, why
should a company seek out the help of a third party?
GREGG Sometimes it’s simply because of resource
constraints; but in a big strategic change, many times you need
a third party who can be honest. In an employee/managerial
relationship, workers may be less than forthcoming. When
a third party is introduced, we can be honest and direct with
everyone involved. We can be the magnets for the less-thangentle things that may happen during the course of the change.
Once the change is over, we’re gone and the organization
One way a third party helps the internal change process is by providing a level of honesty and
directness sometimes missing between coworkers.
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