What’s Next? Saving 2020

Congratulations on getting through the past three weeks! We’ve just been through the early days of the biggest social and economic disruption of the last 50 years. We don’t have a rule book, so we’ve been figuring it out as we go along.

Honestly, many of us have been focused solely on what’s in front of us, on what’s happening today and tomorrow. That’s completely normal in this kind of situation. Unfortunately, that’s not enough. These aren’t normal times. Now that we’ve started to settle in, we should be asking ourselves “Now what?”

We need to be thinking about how we will pivot to save Q2, where we need to be six months from now, and how we will be ready to succeed when we are at the next new normal. 

It’s not either focus on today or focus on what’s ahead. We need to do both – focus on today and prepare for what’s next.

Managing that balance – between today and the future – doesn’t have to be a daunting task. Engaging your team for just a few hours a week to start with will have a huge payoff. Emotionally, it will help people feel there is a greater purpose. They will have a sense of control over the future. It will also give your business a significant competitive advantage. You will be positioned and ready to restart as soon as you’re able, putting you ahead of the game.

Here are some ideas to get you started: 

1. Set Expectations. Tell everyone that we all are responsible for adapting as rapidly as possible to changes – not just as individuals but as a team and a business. Survival and future success depends on it. We are all in this together.

2. Keep Everyone Focused on the customer, employees and what they can control.

3. Engage Everyone In the Conversation. Certain people may carry through on the tasks that come out of the conversations, but great ideas will come from everywhere.

4. Set up a cadence for communication. What was your cadence up to this point for team and individual meetings. Keep that. What else do you need to add? This is a rapidly changing situation. At a minimum, daily updates, should be the norm until the pace of disruption slows down. The length of the updates can change, but the regularity shouldn’t change abruptly.

5. Ask Pivot Questions. These questions get us out of our normal way of thinking about a situation. They could be questions like:

  • What if we could start from scratch? What would we do?
  • What are our customers going to need when the economy rebounds?
  • How would someone in another industry approach this
  • Why this and not that?
  • If you were CEO /head of the business unit / functional EVP for one day, what would you do?
  • What are our assumptions? What is the complete opposite?

6. Develop Potential Scenarios based on answers to the questions.

7. Create a Regular Cadence of future-focused conversations – at least once a week for an hour.

This situation isn’t permanent. It will end, even if it doesn’t feel that way. But it will be different. You and your team should start creating that future now.

Are you ready to focus on what’s next? Do you need some help figuring out how to get your teams to pivot?

Call us at 1.978.475.8424 or email us: e.onderickharvey@nextbridgeconsulting.com.

10 Tips to Help Your Team in a Disrupted Environment

Coronavirus is creating more disruption than many of us have ever experienced. It impacts our personal lives and professional lives. It’s doing the same for everyone around us. The situation changes daily with closings, cancellations, and now, decisions to have many people work from home.

Working from home may be a new way of working for some people or old hat for others.  Either way, it’s now a reality for everyone. Here are some tips to help you successfully lead your team as they adjust to working in a new way, in a new location, in a world of disruption.

1. Reflect. how are you feeling about what is going on? How do you feel about the remote work? In times of uncertainty, your team largely will calibrate their response to the uncertainty based on your response. Set up routines for yourself to help you ‘keep calm and carry on.’

2. Show empathy. people are experiencing everything from minor concern to outright fear, not to mention disruption on multiple fronts. In addition, people may not be able to create the most productive work environment. Schools may close. They may have older relatives they need to check in on. Their ability to shut it all out may be taxed. Talk about Feelings First.

3. Move off email, communicate real time. Even in the most email-driven organizations, we see each other all the time. When everyone is remote, we don’t. Relying only on email can feel isolating. Pick up the phone. Get on Skype. Make a live connection.

4. Set up a cadence for communication. What was your cadence up to this point for team and individual meetings. Keep that. What else do you need to add? This is a rapidly changing situation. At a minimum, daily updates, should be the norm until the pace of disruption slows down. The length of the updates can change, but the regularity shouldn’t change abruptly.

5. Check-in, 1-on-1. do personal check-ins with each person. Make sure they are adjusting well and have what they need to succeed. Ask questions. Actively listen.

6. Collaboratively create contingency plans. There are lots of unknowns and risks right now.  What contingencies might your team need? For example, how will the team adjust if members become ill and are out for several days? What if someone has an ill family member they need to care for? Working collaboratively on these plans will create buy-in and better solutions.

7. Create a virtual break room.  Create ways that team members can catch up with each other and chat. It can be as simple as having each other’s cell phone numbers to send texts, hop on Skype/Facetime or actually call each other.

8. Focus on engagement. It’s really easy to feel disconnected when everyone is remote.  Key drivers of engagement are helping people feel they are part of something bigger, the ability to make progress and feel competent, and the ability to make decisions about how one works. Make sure your team members are feeling good about these factors.

9. Break the tension. This entire situation can be nerve wracking.  If your team is not dealing directly with the health crisis, building in some fun could help bring some relief.  A silly contest, posting pictures of your ‘home office’(which may be the kitchen table!), a rotating responsibility to share a dad joke everyday could be just what the team needs.

10. Review the week. Whether on shared drive, Slack, or a live meeting, review the week with everyone. What did we accomplish? What issues are we having? How is our communication cadence working? How is everyone feeling?

One of your goals is to create a level of predictability for your team in a highly unpredictable situation. The more quickly you can use some of these tips consistently, the quicker you will all create a rhythm that works for your team.

Do you need some help getting your head wrapped around what to do with your group, specifically? Do you want someone to help your group exceed expectations in a very difficult environment? Call Edith at 1.978.475.8424 or email her at e.onderick-harvey@nextbridgeconsulting.com.

The Listening Post

Most leaders I know have a degree of comfort talking about the nuts and bolts of change – things like what’s going to change, what process is being put in place to make it happen, and when it will happen. This article shifts the focus from “what the change is” to “how are we doing with it?” That makes most leaders a lot more uncomfortable.

However, don’t despair. There’s a structured approach you can use with your team to discuss how change is affecting them and how they, in turn, can affect change. It’s called The Listening Post.

Here’s an excerpt from my 2019 article “5 Ways to Help Your Team Be Open to Change” that originally appeared in the April 3 edition of Harvard Business Review online.

Change stirs up emotional responses that often cause people to pull back rather than to lean in. Inspiring and enabling your team to affect change requires having conversations that move people from reaction to action. Try having 30-minute meetings to discuss both the emotions related to change and the actions participants can take to affect change. I call these “listening posts.” Listening posts were originally facilities that monitored radio and microwave signals to analyze their content. Like that original definition, your listening post can help you understand key information, and can help others take action. Listening posts consist of:

  • Table setting: Define the purpose of the meeting for your team. Encourage them to discuss how change is affecting them. For example, “We’re here to talk about the change we are experiencing and understand how it’s impacting you personally and us as a team.” Invite everyone to define actions that the group will take to influence how change is happening.
  • Listening: Encourage individuals to start the conversation by sharing their experiences by using metaphors or adjectives. This gives them a safe way to talk about emotions. Share your metaphor first to break the ice. For example, you may feel like a juggler trying to keep all the balls in the air. Share that with your team. As people share their metaphors, remember to listen for who is dissenting or significantly challenged by the change. The voice of the outlier can provide key insights.
  • Consolidating: Ask the team what common themes they are hearing. Use questions like, “What does it seem like we all have in common? What is different for each of us?” Summarize key themes and confirm what you’ve heard.
  • Acting: Identify actions. These ideas need to come from the team, with you as the facilitator. Ask questions like, “What do we control, or can we influence?” “How do we want to change this?” “What role will each of you play in making this happen?”

Two things to keep in mind about this approach:

1)  Your honesty and candor about change will set the tone for this conversation.If your metaphor is that you are skating on smooth ice, your team will not feel like they can share their challenges and real feelings. If you are completely on-board and having an easy time of it, save your metaphor for last.

2)  When talking about actions, be neutral in how you discuss any corporate mandates.  Phrase them in terms of what is controllable and how your team can make decisions that affect change. For example, if people are frustrated by the change in priorities from the organization, you can say something like “Yes, the organization is shifting priorities based on what they see as critical business needs. We can’t change that. What we can decide is how we will shift our work to support those priorities. Let’s review what we have on our plates right now and make some decisions.” This response reaffirms that everyone does have some control in this situation and enables the team to make decisions about how they can move forward.

Would love to hear how you engage your teams in dialogue to move them from reacting to change to acting to make change. Let me know at info@nextbridgeconsulting.com.

What do 181 CEO’s Agree On?

Purpose Matters

181 CEO’s signed a letter from the Business Roundtable last week, stating that purpose matters and shareholders are not the only stakeholders who should receive value from the endeavors of business.

They specifically note that there are 5 stakeholders they are accountable to – shareholders, employees, customers, communities and suppliers. Interestingly, as a young consultant, my firm used this framework for strategic planning with our clients back in the late 1980’s. By taking this more holistic view of who should benefit from the corporation, the purpose of the organization became more meaningful to everyone the organization touched.

We’ve spoken about purpose for years. It’s what gets people up in the morning. It’s what makes people put in the extra effort when it’s needed. It’s what makes us feel a part of something bigger.

Empirical research now supports the fact that purpose and profit go together. Research by Gloria Gartenburg and George Serafeim found that companies with high levels of purpose outperform the market by 5-7%. This finding, according to Gartenburg and Serafeim is on par with companies that have best-in-class governance and innovative capabilities.

According to Gartenburg and Serafeim just having a purpose is not enough. Success comes when:

  • Senior leadership has embedded that sense of purpose through the organization, especially at the middle manager level
  • There is strategic clarity throughout the organization about how to achieve that purpose

Purpose as a Core Tenet of Successful Change: These findings made me think about one of the critical elements of change I’ve been writing about for years, including recently in HBR Online and elsewhere. Clear, compelling purpose provides clear direction and ensures that everyone understands the “why “ of the change (i.e., the purpose), not just the what.

Today, organizations have to be able to change quickly. A natural outgrowth of rapid change is uncertainty and, at times, frustration that what we’re doing today flies in the face of what we did yesterday. However, if your organization has a clear sense of purpose and change is continually tied back to that purpose, uncertainty can be managed, and frustration minimized.

And when that purpose is not just aligned to shareholders but to the multiple stakeholders, the change will be meaningful in new ways. It will not just be a singular group who benefits. Rather it will have more meaning for the entire ecosystem of the organization.

Those organizations who establish a meaningful purpose and embed it in the culture of their leadership and their organization stand the best chance of thriving amid the chaos of constant change and upheaval in the world.

How Not to Lead Disruptive Change

A few weeks ago, I returned from an amazing family vacation that took us to Budapest, Venice and Rome. We decided to take a train from Budapest to Venice to take in the soaring beauty of the Alps as we made our way through Austria and northern Italy. And it was spectacular… until we reached our last stop in Austria. That’s when we got a first-hand lesson in how NOT to handle disruptive change.

Throughout Austria we had several 5 to 10-minute stops, with announcements made in German, Hungarian and English. We made what turned out to be our last stop in Austria in the beautiful city of Villach. The screen showed our usual 5-minute wait and then suddenly it changed to 45 minutes.

Soon an announcement was made, in German only. Slowly, groups of people began to get off the train sporadically. Not knowing what was going on, I finally found a train company information officer and he told me there had been a minor earthquake in northern Italy and all rail service was stopped indefinitely so tracks could be inspected. We were going to be bussed to either the station after the areas affected by the earthquake effected or all the way to Venice – they weren’t sure.

Eventually we made it to Venice, but the hours in between that conversation and our arrival were a great example of how not to lead change…

The leaders assumed everyone understood the message:  while most of the people on the train spoke German, a very large minority did not. While other announcements had been made in multiple languages, this critical one wasn’t. We found out from fellow travelers that he announcements, even in German, didn’t explain exactly when passengers should get off the train and where they should go to wait for the buses. Passengers were only able to get this information by taking the initiative to talk directly with individual company representatives.

Focus on the technical side; forget the people side:  there were a couple of coordinators from the train company in charge of arranging the buses, monitoring their arrival and getting us on board. Eventually there were 3 buses that arrived several minutes to an hour apart. We weren’t told where to wait for the busses or when they would be arriving. And we weren’t assigned in any way to a specific bus. After the second bus, someone asked ‘how long until the third?’ The coordinator answered “5 – 10 minutes.” His colleague then chimed in “or maybe 30.” In the 45 minutes until the third bus did arrive, they were on their phones in regular communication with the transportation company.  They simply didn’t communicate with any of the passengers.

Don’t tell those affected by the change how to move forward: We finally arrived on the outskirts of Venice about 3 hours later than anticipated. The bus stopped and we all got off. Only problem was, this wasn’t the normal train station stop for those going into Venice. The bus driver didn’t tell us this; another passenger did. When we all disembarked from the bus, we asked the driver where to go. He said to the footbridge. Only problem – the footbridge is closed at midnight. The bus driver then got into the bus and drove away leaving about 20 of us to figure out how we were supposed to get into Venice. In the distance we saw what looked like a ferry stop and we went there. Eventually, through trial and error, we all figured out which way to go.

Assign change leaders who don’t know that leading change is part of their job: The coordinators understood their role to be to get the busses arranged and ensure everyone got onto a bus. The bus drivers understood their jobs to be to drive us to Venice. No one had set expectations with them that they also needed to step up and lead – to inform us of the overall plan and how each step for the rest of our journey would work, to reassure us when the busses were taking much longer than anticipated, and to prepare us for the rest of our journey.

Disruption – of your industry, your company, your team – can happen with little advance warning. Understanding that leading change needs to be a skill set that can be called on at any time, is the only way you and your team will navigate it successfully. How well prepared are you to lead change?

How is Your Ballast?

For Boston, the connection to the sea is inseparable from its history. The early economy was largely dependent on the captains who sailed the ocean and the materials they brought on their return. On journeys that took months, ships would invariably hit rough seas. To counteract being tossed about in the ocean, ships were loaded with ballast – often heavy stones, that were added to the hull to create greater stability.

Today’s business challenges can feel like those rough seas. And, as leaders we may need to provide ourselves and our teams with some ballast so that we push into the waves without capsizing. We also need to be aware of when it’s time to reduce our ballast so that we can skim along at a faster clip.

Manage your ballast effectively by:

Knowing your true north. Where are you going? Where is the organization going? What is the alignment? Answers to these questions will center you and provide a sense of stability because you know who you are.

Reminding yourself that you are resilient. We’ve all faced strong winds and rough seas before. And here we are on the other shore. What skills, capabilities and attitudes helped you? Would they be helpful now? Most likely at least some of them are applicable in the current situation. Keep them on the ship.

Questioning your assumptions. We all make assumptions about how something will work or what will be effective. Those assumptions can be outdated and not valid, or even more important, valuable anymore. Push back on those assumptions. Question their value in current situations. Before you hold onto them, test that they are still valid. If not, get rid of them and replace them with insights and information that will allow you to move along with the waves rather than fight them.

Making sure it’s balanced. If ballast is not balanced, it’s very difficult to steer the ship. It can pull you too much in one direction or the other. Your ballast needs to help you stay on course but remain agile enough to change and adapt. When innovation and change are required, if all your ballast is keeping you aligned to how we do things now, you’ll soon be off course.

Right now, take a quick assessment of your personal ballast. Are you managing it or is it managing it or is it managing you?

Learning as a Journey

A question many of us think about on a regular basis is ‘what do I need to do to continue to be successful?” The definition of success itself is very personal. If you’ve been successful up until now, it could be easy to assume that what made you successful in the past will work in the future. In reality, it’s uncertain what will make us successful in workplaces, markets, careers, and industries that are changing so rapidly.

Change has a way of doing that – creating uncertainty. What do we seek when we feel uncertain? A return to a comfortable degree of certainty again. Certainty helps us feel in control. News flash: at work, we’ll never have 100% certainty. That said, maybe rather than searching for certainty, we should ensure our relevancy.

There is a prescient article in the Wall Street Journal titled “I’m Still Under Construction; Six Tales of Lifelong Learning.” It profiles six very different individuals who are living the idea of life-long learning. It demonstrates that learning can happen in a wide variety of ways and that it pays off in big ways. If you read the article, you’ll see that learning didn’t create more certainty, but it gave them more opportunity and relevancy.

There are some predictions that 30% of today’s skills and knowledge will be obsolete in a few years. Overstated or not, this statistic represents the reality that we need to be thinking about how we are continually preparing ourselves for what’s next. Second news flash: learning isn’t a destination, it’s a journey.

Where is your journey going?

Am I Dressed for This?

Much of the country is experiencing record-breaking, bitter cold this winter.  And yet, some weeks, we’ve had snow storms on one day, with bright sunshine and 50 degrees the next.  In a few months, we’ll be experiencing heat and humidity.  The old saying goes ‘if you wait a minute, the weather will change.” As human beings, we readily adapt to these weather changes. We build a wardrobe for whatever the weather in our area brings – hot, cold, rain, snow, sun, etc. 
 
You could apply that old saying to what happens at work these days – wait a minute, and it will change. As I sat yesterday evening in front of the fire, I was thinking about what kind of wardrobe we are building for ourselves at work so that, when change happens, we have what’s needed to adapt. Are we building an athletic wardrobe so that when we need to reach  across silos we are comfortable and able to move easily?  Do we have our creative hat when we need to approach a challenge in a new and unique way?  Do we have our metaphorical heavy coat so we can get results even when things feel blustery? 

Too often we put on armor to protect ourselves from having to adapt and change.  Wouldn’t a wardrobe with a nice pair of shorts help us to be comfortable when things get heated?  Or a well-tailored coat for when we have to face a cold front?  Or a comfy pair of jeans for when we need to be ready to stretch and reach feel so much better?
 
What are you doing to not only broaden your work wardrobe, but to update it for what’s needed in 2019? How about your teams?  Are they stuck in a snowbank?

Improve Your Global Mindset and Strategic Thinking

Recently I had the pleasure of talking with a Danish company at their annual meeting in Dubai. It reminded me that some of the most instructive client relationships I have (especially the long-term ones) are those that provide me with a global perspective. It also reminded me of this newsletter article I wrote several years ago…

Some of you may have heard the story of the truck stuck under the bridge and the dilemma of how to get it unstuck. If you don’t know it, I’ll share it at the end of this post.

I thought about that story at a recent professional meeting where the topic was developing a global mindset. All of the speakers had interesting perspectives to share and one in particular made a point that was particularly thought-provoking. His company’s research had shown that experiencing another culture had a significant impact on one’s strategic thinking. He further explained that “experiencing” a culture didn’t mean going there on vacation for a week or two.

It is immersive, longer-term experiences like ex pat assignments or managing global teams where you had to travel to work within their culture. The speaker noted that these assignments have this profound impact because they change your perspectives on the world, how it is organized and how it functions. These different perspectives allow you to be more nuanced in your thinking about how different parts of a whole interact, the variables that impact it, and the implications.

How, then, can someone stretch their perceptions and perspectives and develop their strategic thinking when working globally isn’t a possibility?

Seek out Projects That Involve Global Teams.  It’s not the same as working overseas, but working on projects with global teams is a great start. It will expose you to different ways of thinking, conversing, and decision-making. Regardless of your role, really listen to others.

Regularly interact with people in a different function or area of the company. Marketers and engineers don’t think alike. Operations folks think differently from researchers. See how someone different from you may be experiencing the same organization, issues, etc.

Interact with those outside your industry.  For years, benchmarking was the buzzword when you wanted to get a more strategic perspective and to understand the industry more broadly. The problem is that it is a closed-system approach. Biotechs benchmark other biotechs. Car manufacturers benchmark other car manufacturers. The perspective of someone in a totally different industry about your issue or situation will cause you to think about the variables and interactions more broadly, more strategically. It helps you see the forest for the trees. One of the things that made Steve Jobs so successful at product design was that he thought about products and perspectives he gained from things like digital animation architecture.

Hire people who are different from you. I hesitate to say hire for diversity because too often that is narrowly defined. In addition to the more commonly referenced and important diversity categories, we can hire for diversity of thought, experiences, and education. Also, the US has new populations from other cultures within the country that can be brought onto teams. So, if working globally isn’t possible, the US still has a rich population of people to choose from. Then, regularly ask those you’ve hired for perspective and input on the business issues you are working to address.

Thinking about your daily business interactions expansively will help you develop the broader perspective needed to think more strategically.

So, the story about the truck stuck under the bridge goes like this…  A truck was stuck under a bridge, backing up traffic. The police, fire and tow truck drivers were trying to figure out how to get it out, but they had no workable solution.  A little boy walked up and asked what was going on. The police officer explained the dilemma. The little boy looked at him and said. “Let the air out of the tires.”

Among other things, the story illustrates how important it is to look for and value unique perspectives, especially those outside your typical orbit. Something a more global perspective can provide us.

Growth by Design

I was having a conversation with a CEO earlier this week. The business is very successful and healthy. But like most CEO’s, he is concerned with growth and what’s next for his company. During our conversation, we talked about taking a step back, what I sometimes call taking in the view from the balcony. This view allows you to see how the different aspects of the business and organization are working together (or against each other) to achieve today’s results. And begs the question… how effectively will our current structure and processes spur that next phase of growth? Taking this view helps you to create growth by design, making it easier to align and integrate purposefully. And it prepares the organization to take that next step.

Growth by Design is our framework for helping clients build an organization that can propel them to the next level. It has three core components.

  • It’s starts with compelling clarity, ensuring alignment of the vision, mission, goals and culture. Every leader and every employee should know at all times exactly what their priorities are and how they fit with the strategy and goals of the organization. A how they both serve the mission.
  • Second, you need to leverage the critical drivers – understanding and instilling the growth imperative, making change agility part of your company’s DNA, and ensuring you have the talent to innovate and execute.
  • Third, the organization needs to build adaptive structures and processes– both business and human resources/talent processes and structures — that meet today’s needs but also prepare the organization for what’s next.

Asking the right questions and finding the best answers will help even the most challenged CEOs and senior teams cut through the fog. Building a compelling strategy for what lies ahead… begins by design.