Organization Effectiveness
The growth and development of an organization of any size or complexity always occurs in a context. That’s why “one size fits all” approaches or models that have fair degrees of rigidity often don’t work or cause a lot of organizational pain and confusion, along the way. As all corporate leaders know, flexibility and situational leadership are the watchwords. Along with the needed flexibility are the skills required for quick adaptive behavior, shifting from a deteriorating course to one that is much more likely correct and emerging. An executive leader must possess these skills not only for her or himself, but also must be able to guide the organization or her/his part of it from one heading to a better one.
Such leaders are somewhat like the old sea captains of the tall ships; they had to know constantly where they were, while never failing to look ahead. As the situation changed, usually the weather or distance from resupply, they had to make well-seasoned judgments about how to adapt, change or stay the course, not infrequently very quickly. Implicitly, the really good captains always thought about their crew, their ship, and how to avoid any hazards that would prevent them from delivering the goods, safely and undamaged.
Executive leaders must possess many of these same skills and attitudes, and equally be willing and able not only to change course in the face of possible trouble, but also change the organization, if need be, to accomplish the mission and deliver the goods. Yet generally speaking, organizations don’t change course or reinvent themselves as quickly as a tall masted schooner might be able to turn. Such changes most often require much longer periods of time.
Organization effectiveness or renewal, in the context of growth or other changing situations is not a simple process, and most executive leaders have never done it before. It may take years (usually one to five, end to end, depending on the scale and difficulties or lack thereof, along the way). The process requires perception and discernment, problem solving until the right new course is found, commitment to change for all of the reasons (hopefully good ones, well communicated) given, and careful planning, involving the full range of those who are going to be affected.
In addition, a map for change or a modified direction, needs to be created and shared. Training of the persons at all levels who will manage the change process in its various segments and time-frames will have to be planned and undertaken. And when the plans begin to be implemented, the captains must be equipped and enabled to manage their ships and lead the crew, even in the face of new or unanticipated circumstances.
As already stated, most managers and executive leaders aren’t ready for what they will have to do. They need not only involvement, training, and dedication but also an experienced guide who has sailed these waters before and done so to a successful conclusion . Change leadership and management require constant attention, monitoring, and feedback, just like a sports coach gets during the course of a game. In addition, growth and change leaders can’t give up managing the organization on a daily basis. So, change and renewal are added requirements for which the executive leaders must be ready and capable of sustaining all the way through to the end, when equilibrium is reached once again.
Unlike the captains of old, executive change leaders usually need assistance in setting and mapping the course, as well as motivating others to all work together, and then managing the development as it is played out. That’s where the change consultant comes in. Such a person doesn’t just draw up a plan and then exit. Rather she or he stays connected, sharing responsibility for what was created at the foundation level, as well as generating a successful outcome, to the greatest extent possible (not all plans work out as hoped for).
Usually, the successful project involves training and developing leadership appropriate for the renewal challenges and the coaching managers and executive leaders who are guiding and driving the change. You might think of such a person as like a check-pilot who sits alongside to ensure that an already accomplished pilot has or is learning how to fly a new or upgraded version of those aircraft he or she has flown previously.
Once again, if this model appeals to you and others in your organization, contact us. We will be glad to confer with you to explore the extent to which the model and examples laid out here would fit your organization and its needs. We will also share some thoughts on where you are in the process, what actions might be taken in sequence, and which of these most likely would be the best next steps.
