Tag: businesstransformation

Is your organization ready for change?

Curt ConklinLeave a comment

Almost every CEO has a moment where he points down at something in his company and asks, “why is that task there so damned difficult?” The answer to that “why” is almost always that he and his predecessors allowed it to happen.

But knowing something isn’t right is not enough to change it. Many of us have been part of failed technology implementations, watched change agents enthusiastically enter and then unceremoniously depart, and experienced consulting firms make a ton of noise while operational managers roll their eyes and do things the same old way.

Why is change so hard? Well, it is important to understand how dysfunction permeates in the first place. When a company is small, people just do things and everyone is cool. As companies grow, inefficient ad hoc systems develop around tasks that may allow them to be completed, but without design, consistency, or concern for efficiency. As a result, getting a ball from point A to point B in one department can be harder or just different in another department.  So, employees rely on something inherently human – interpersonal relationships. We engage our coworkers by seeking and doing favors. We build and spend personal capital. Work flows easily between friends and finds friction with everyone else. This naturally leads to cliques and departmentalism. This is a natural dynamic for people in groups and can work in a company as long as the place is stable.

But, oi, does it become a problem when a company is in growth or evolution mode. When new employees come in and want to make an impact, when the competition is taking advantage of a just out-of-reach opportunity, when clients are asking to have that week-long process reduced to an hour, the clamor for change can be distracting.

I think we all understand that enterprise solutions require effort from many disparate parts of the company (duh, it’s in the name), and that these changes often incur costs in one area that pay benefits in another.  Fixing things will likely require implementation of technology and automation, layoffs or hiring, new training, a focus on strict procedures when once there were none or conversely new authority for lower-level employees who previously had none, reduction of margins or product offerings. And even the firing of some clients. These things hurt, can cause disruption, and can send the wheels right off the train – if the foundation for change is not in place.

So, when is a company ready for change? Well, after 20 years of transformation management, dozens of successful transformations, and a few fails, I have devised a quick test to determine if a company is ready.  Simply put, successful change requires two of three criteria for foundational change. What are they? Ready? Here we go!

ONE – A solid transformational manager

This person will agnostically look at the problem, determine the possible solutions, and then be able to pick the one that will bring the most value to the Company. Of course, I am simplifying the design process, but that’s not the point of today’s post. This person will also work across the departments to make sure that everyone who is being asked to change their behavior understands and appreciates the changes before they are required. Again, I am simplifying the project management process, but this individual or team must be good at communicating shared common goals, and be willing to work, sleeves rolled up, with everyone in the company as a peer. I know l lot about this role, because this is what I do for a living.

TWO – Onboard VPs

The VP level department team is not dysfunctional. They respect and support the other managers at their level, they understand that things aren’t as good as they could be, they wish for improvement, they expect to be held accountable, and they accept that company-wide changes only work when managed independent of the associated departments. They also understand that increasing efficiency has a time and discomfort cost that each department – their department – will pay up front in return for benefits down the road. Ideally, these folks will not be territorial, but a little departmental pride is fine and unavoidable. What is important is that each one understands that the changes their group is making will benefit the whole company. It’s not the size of the slice; it’s the size of the pie that matters. A bigger pie means that ultimately everyone has more pizza. I really love that metaphor.

THREE – Executive Leadership

A CEO that is aligned and really wants to see his/her company run more efficiently. Transformation is disruptive. That is going to put strain on the executive. He/she will have to deal with interdepartmental friction, face tough revenue and expense choices, write unwanted checks, and get involved with project management in ways that he/she hasn’t been at their level. This is an important point. The transformation team may involve people from IT, accounting, and operations, but the project ownership must be independent of each department, else departmental loyalties will skew the outcome and ultimately derail the success of the project. Transformational projects must belong above the departments – and generally that means they belong to the CEO and C-Suite.

As I said, you need two of the above three. If you have a great transformation manager and an executive that wants this done, the CEO can force the middle managers to play ball and replace them if necessary. If the CEO and the VPs all agree that it needs to be done, they can make up for a poor transformation manager by assisting with design and buy in. And if the CEO hates change (multigenerational family-owned businesses), but the department heads know that something has to change, they can act as a buffer between the executive and the necessary disruption.

So, if your company is thinking about fixing all that is wrong, ask yourself if you have a CEO willing to lead the project, a team of departmental heads willing to share the friction even when the benefits are not even, and a transformation manager that will design the right solutions and work to ensure that everyone being asked to change believes they own that change.

As I have pointed out a few times above, this is a wild simplification, but the framework holds. If you have all three criteria, you are in great shape. If you have two, you stand a good chance of success, but if you only have one, you are better off spending that money on pizza.

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End that interview STRONG with great final questions

Curt ConklinLeave a comment

Most of you reading this know that I am #opentowork after an illness. This is my fifth (or so) post sharing the challenges, lessons in positivity, and best practices that I have discovered along the way. In today’s article, I will offer some specific end-of-interview questions that will ensure candidates are remembered in the best possible light.

I think this is a common story. The end of a solid interview approaches. You did your research, built rapport, told appropriate stories, and demonstrated knowledge of the organization. All lights look green. But then, the interviewer asks, “So. What other questions can I answer before we wrap up?” And… you got nothing.

This question seems a natural one to ask, but it is waaay problematic (recruiters, please take note), because there is no obvious correct response. This is the conversation’s denouement, and the candidate wants it to be stellar, but the meat of the interview has already happened. There is not time to bring up a new topic, and if the interviewer has done a good job, the next steps are already known. So, slightly trapped, lowly candidates stumble forward with a perfunctory question about corporate culture or even worse, something like, “no, I think I am good.” Did the lights in here just get dimmer?

With respect to corporate culture questions, let me say simply, this is not the time. Your job in an interview – especially during the early stages – is to convince this decision maker that you kick ass and should be introduced to the next decision maker. The last 30 seconds of an interview is not the time to start a conversation about pajama pants as a business casual alternative, your appreciation of afternoon naps, or the importance of dog kibble in the break room! What you value in culture and what the company offers is a longer discussion and needs to be withheld until an offer is close. Besides, a picture will take shape as you meet and get to know the different managers along the way.

But “Nope” is not a winning strategy either. It’s the baseball equivalent to striking out shopping. It’s a fastball down the middle, and you aren’t even swinging! This is your chance to turn the tables, impress, and end the interview strongly. Be prepared. Swing the bat. Come on, swing the bat!

Having put a lot of thought into this, I have come up with two interesting and successful reponses. The first will take an already great interview to the next level but should be avoided if the tenor is unclear. The second one – well the second one is just money. Many times they can be used together.

Question number one is “how did I do?” Yup, it’s that easy. This is a winner for a couple of reasons. Assuming you already know the answer is “great!” (again, don’t ask it if you are not sure) the interviewer will likely toss you an attaboy (yay!), BUT (and here is where the hidden gems lie) they may also point out pink flags that, in your enthusiasm, you missed. Here is an example. One interviewer recently told me that she paused when I said it is important to understand the situation before pressing for change. She didn’t disagree – just paused. That is valuable nuance and showed me that the company culture embraced moving fast over excessive caution. I adjusted and emphasized my comfort with risk taking in the interviews that followed. Super useful.

The second reason I love this question is it displays vulnerability in a confident way. If you have been reading my posts, you know I preach vulnerability as power – and this one puts you out there at the end of the limb proudly unafraid of falling. People are attracted to confidence.

Question number two is simply “what did you like?” or put less succinctly, “What answer did I provide today that you think will resonate with the people with whom I speak next?”

Awkward number of prepositions aside, this is a great question. So great in fact, that the recruiter may stop the discussion to tell you – that is such a great question! It encourages them to replay the interview in their head and identify their favorite things. Then they put your best ideas into their own words – cementing them as the interview closes. It’s also likely the thought to be shared with the first person who asks, “say, how did that candidate interview go today?”

And there you are. Now you are always prepared for that dreaded final question.  Experiment, make them your own, deliver them with a smile in your voice, and signal you are prepared for an honest answer. Finally, stay frickin’ positive and remember that you are awesome. Looking for a job is your job. It’s kind of a shitty job, but it pays well if you remember that time is money. Invest that time in yourself and your family. Get healthy. Read more books. Do your chores. Love your kids. And remember that displaying vulnerability encourages people to invest in you.

#opentowork #projectmanager #seniorprojectmanager #projectmanagement #buinesstransformation #chieftransformationofficer #jobinterviews #hiringandpromotion #gethired #jobsearch #jobsearching #jobseekers #corporateculture #leadership