Many of us are familiar with Jim Collins' landmark book, Good to Great . Collins discussed the importance of getting the right people in the right seats. His book has generated a lot of buzz and continues to do so. Companies to even some individuals have adopted it. Yet, it may be falling short specifically to change management because it fails to include the following five Rs.
Having the right people in the right seats is only part of the equation if any organization wants to secure sustainable business results. What would happen if we added the following:
- Using the Right Talents?
- Making the Right Decisions?
- Securing the Right Results?
- Delivering within the Right Time Frames?
- Engaging in the Right Environment?
After working with hundreds of individuals and speaking to thousands of them, I realized there are a lot of business killer assumptions occurring within the workplace when change management initiatives are executed. Here are just a few of them:
Business Killer Presumption # 1 – People Know Their Talents (Skills)
During the last three years, I have worked with over 300 people and can honestly say through actual metrics, that 95% do not know their top talents. Yes, they may think that they know what they do well, but when using a proven performance appraisal (think talents) tool, they are really shocked to discover what their true talents really are. This assessment process allows these smart individuals to leverage their true strengths and better yet to begin to think differently. Do you know with 1000% certyty what you do well? If you do not know, how is at potentially affecting your ability to secure sustainable business results?
Business Killer Presumption # 2 – People Understand How to Make Good Decisions
Most people are aware of this standard age-old saying about making claims. Within the decision-making process, assumptions can derail the process and set people down the wrong path creating the wrong course of action leading to the wrong result. In past articles, I have shared the “Bill and Hilary story” as a specific illustration of how assumptions are very dangerous. These assumptions are embedded within our belief systems.
Business Killer Presumption # 3 – People Know the Right or Desired Results
In the book Fail-Safe Leadership, the authors present a situation about a CEO who wants to improve the bottom line. What happens his three direct reports all take different actions because each believes his action is the right action.
Business Killer Presumption # 4 – People Know the Time Line
Organizations have a lot of big goals that are broken down into smaller goals or objectives. Yet sometimes the time frames for accomplishing these initiatives are lost because of other priorities or a misunderstanding of the time.
Business Killer Presumption # 5 – The Environment Is Just Fine or Almost Fine
Not in my backyard (NIMBY) is a well know adage. People think their department is just fine or almost fine, but the problem is in the rest of the organization.
Jay Galbraith many years ago established the 5 Star Model for Organizational Development. This model is great to determine the overall effectiveness of the organizational structure and how five (5) key areas work together to achieve sustainable business results.
Additionally, many C Suite Executives fail to ensure the corporate culture by articulating and then implementing the shared corporate values or business ethics. Did you know that Generation Y work looks to how organizations work within the environment to minimize environmental impact?
When we added these 5 Rs to the original 2 Rs, we truly have a more comprehensive approach to achieving sustainable business results. Given that we are now in a global market place, now not later is the time to start and continue working on the business instead of just working in the business so that sustainable business results are secured when engaging in any change management initiative.