A simple plan like this is at the right altitude—simplifying without over-simplifying, broad enough to create a compass effect to set direction, yet specific enough to create clarity around what people should and shouldn’t work on.In the bad movie version of culture, companies say “let's do a values exercise.
Start by being clear that the purpose of the team is to accomplish things that can only be accomplished together. Establish a clear rubric for who should be on the team . Have an explicit conversation about the rules of the road. And be very clear about your role on the team. Too many leaders take a hands-off approach, then wonder why their leadership team is dysfunctional. It's because you're responsible for making it functional.
They err on the side of over communicating, and they anticipate all the tough questions people are going to ask after they lay out the transformation plan. For example, when somebody asked one CEO how he knew the plan was going to work, his answer was, “we're only 70% sure this is going to work, but we need everybody to be 100% committed to making it work and we will adjust if needed.
This is a breathtakingly transformational period we're living through and we need to step back and take stock of everything that's changing. This crisis isn’t one and done; many tsunamis are breaking across the corporate landscape all at once: the death of command-and-control; stakeholder capitalism; a younger generation that cares deeply about purpose and mission; and leaders being held accountable for social justice.
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