Your credibility, or lack of it, will depend on how people would answer the following questions about you:
Do you have the insight and steadiness to make tough decisions?
Do you have values that they relate to, admire, and want to emulate?
Do you have the right kind of energy?
Do you demand high levels of performance from yourself and others?
For better or worse, they will begin to form opinions based on little data. Your early actions, good and bad, will shape perceptions. Once opinion about you has begun to harden, it is difficult to change. And the opinion-forming process happens remarkably quickly.
So how do you build personal credibility? In part, it’s about marketing yourself effectively, much akin to building equity in a brand. You want people to associate you with attractive capabilities, attitudes, and values. There’s no single right answer for how to do this. In general, though, new leaders are perceived as more credible when they display these characteristics:
Demanding but able to be satisfied. Effective leaders get people to make realistic commitments and then hold them responsible for achieving results. But if you’re never satisfied, you’ll sap people’s motivation. Know when to celebrate success and when to push for more.
Accessible but not too familiar. Being accessible does not mean making yourself available indiscriminately. It means being approachable, but in a way that preserves your authority.
Decisive but judicious. New leaders communicate their capacity to take charge, perhaps by rapidly making some low-consequence decisions, without jumping too quickly into decisions that they aren’t ready to make. Early in your transition, you want to project decisiveness but defer some decisions until you know enough to make the right calls.
Focused but flexible. Avoid setting up a vicious cycle and alienating others by coming across as rigid and unwilling to consider multiple solutions. Effective new leaders establish authority by zeroing in on issues but consulting others and encouraging input. They also know when to give people the flexibility to achieve results in their own ways.
Active without causing commotion. There’s a fine line between building momentum and overwhelming your group or unit. Make things happen, but avoid pushing people to the point of burnout. Learn to pay attention to stress levels and pace yourself and others.
Willing to make tough calls but humane. You may have to make tough calls right away, including letting go of marginal performers. Effective new leaders do what needs to be done, but they do it in ways that preserve people’s dignity and that others perceive as fair. Keep in mind that people watch not only what you do but also how you do it.
Plan to Engage
Because your earliest actions will have a disproportionate influence on how you’re perceived, think through how you will get connected to your new organization in the first few days in your new role. What messages do you want to get across about who you are and what you represent as a leader? What are the best ways to convey those messages? Identify your key audiences—direct reports, other employees, key outside constituencies—and craft a few messages tailored to each. These need not be about what you plan to do; that’s premature. They should focus instead on who you are, the values and goals you represent, your style, and how you plan to conduct business.
Think about modes of engagement, too. How will you introduce yourself? Should your first meetings with direct reports be one-on-one or in a group? Will these meetings be informal get-to-know-you sessions, or will they immediately focus on business issues and assessment? What other channels, such as e-mail and video, will you use to introduce yourself more widely? Will you have early meetings at other locations where your organization has facilities?
As you make progress in getting connected, identify and act as quickly as you can to remove minor but persistent irritants. Focus on strained external relationships, and begin to repair them. Cut out redundant meetings, shorten excessively long ones, or improve problems with physical work spaces. All this helps you build personal credibility early on.
Finally, keep in mind that effective learning builds personal credibility. It’s never a bad thing to be seen as genuinely committed to understanding your new organization. It helps immunize you against the perception that you have come in with your mind made up about the organization’s problems and have “the” answer. An early, visible focus on learning signals to the organization that you understand it has a unique history and dynamics. Of course, it’s important that you also be seen as a quick study and not, as was said of one president, that you have “a learning curve as flat as Kansas.”4 Know, too, when to shift the emphasis from learning to decision and action.
Write Your Own Story
Your actions during your first few weeks inevitably will have a disproportionate impact, because they are as much about symbolism as about substance. Early actions often get transformed into stories, which can define you as hero or villain. Do you take the time to informally introduce yourself to the support staff, or do you focus only on your boss, peers, and direct reports? Something as simple as this action can help brand you as either accessible or remote. How you introduce yourself to the organization, how you treat support staff, how you deal with small irritants—all these pieces of behavior can become the kernels of stories that circulate widely.
To nudge your mythology in a positive direction, look for and leverage teachable moments. These are actions—such as the way Elena dealt with recalcitrant supervisors—that clearly display what you’re about; they also model the kinds of behavior you want to encourage. They need not be dramatic statements or confrontations. They can be as simple, and as hard, as asking the penetrating question that crystallizes your group’s understanding of a key problem the members are confronting.
Launch Early-Win Projects
Building personal credibility and developing some key relationships help you get immediate wins. Soon, however, you should identify opportunities to get quick, tangible performance improvement in the business. The best candidates are problems you can tackle quickly with modest expenditures and will yield visible operational and financial gains. Examples include bottlenecks that restrict productivity and incentive programs that undermine performance by causing conflict.
Identify three or four key areas, at most, where you will seek to achieve rapid improvement. Use the early wins evaluation tool in table 5-2 to gauge the potential. But keep in mind that if you take on too many initiatives, you risk losing focus. Think about risk management: build a promising portfolio of early-win initiatives so that big successes in one will balance disappointments in others. Then focus relentlessly on getting results.
TABLE 5-2
Early wins evaluation tool
This tool helps you assess the potential of candidate focal points for getting early wins. Complete one for each candidate focal point, carefully answering the evaluation questions. Then total the scores for the evaluation question, and use the result as a rough indicator of the potential.
CANDIDATE EARLY WIN __________________________________________________
For each of the following questions, circle the response that best describes the potential.
To set the stage for securing early wins, make sure your learning agenda specifically addresses how you will identify promising opportunities for improvement. Then translate your goals into specific projects to secure early wins, using the following guidelines:
Keep your long-term goals in mind. Your actions should, to the greatest extent possible, serve your agreed-to business goals and supporting objectives for behavior change.
Identify a few promising focal points. Focal points are areas or processes (such as the customer service processes for Elena) in which improvement can dramatically strengthen the organization’s overall operational or financial performance. Concentration on a few focal points will help you reduce the time and energy needed to achieve tangible results. And success in improving performance early in these areas will
win you freedom and space to pursue more extensive changes.
Launch early-win projects. Manage your early-win initiatives as projects, targeted at your chosen focal points. This is what Elena did when she appointed a team to improve customer service in her new position.
Elevate change agents. Identify the people in your new unit, at all levels, who have the insight, drive, and incentives to advance your agenda. Promote them or appoint them to lead key projects, as Elena did.
Leverage the early-win projects to introduce new behaviors. Your early-win projects should serve as models of how you want your organization, unit, or group to function in the future. Elena understood this when she engaged a consultant to help the team use the right methods to pursue the project so they could learn how best to do this.
Use the project planning template in table 5-3 to plan projects with maximum impact.
TABLE 5-3
FOGLAMP project checklist
FOGLAMP is an acronym for focus, oversight, goals, leadership, abilities, means, and process. This tool can help you cut through the haze and plan your critical projects. Complete the table for each early-win project you set up.
Project: __________________________
Leading Change
As you work out where to get your early wins, think, too, about how you will make change happen in your organization. Keep in mind there is no one best way to lead change; the best approaches depend on the situation. For example, approaches that work well in turnarounds, where there already is a sense of urgency, can fail miserably in realignments, where many people may be in denial about the need for change. So stay open to the possibility that you will lead change differently in different parts of your STARS portfolio.
Planning Versus Learning
Once you’ve identified the most important problems or issues you need to address, the next step is to decide whether to engage in planned change or collective learning.5
The straightforward plan-then-implement approach to change works well when you’re sure you have the following key supporting planks in place:
Awareness. A critical mass of people is aware of the need for change.
Diagnosis. You know what needs to be changed and why.
Vision. You have a compelling vision and a solid strategy.
Plan. You have the expertise to put together a detailed plan.
Support. You have sufficiently powerful alliances to support implementation.
This approach often works well in turnaround situations—for example, where people accept there is a problem, the fixes are more technical than cultural or political, and people are hungry for a solution.
If any of these five conditions is not met, however, the pure planning approach to change can get you into trouble. If you’re in a realignment, for example, and people are in denial about the need for change, they’re likely to greet your plan with stony silence or active resistance. You may therefore need to build awareness of the need for change. Or you may need to sharpen the diagnosis of the problem, create a compelling vision and strategy, develop a solid cross-functional implementation plan, or create a coalition in support of change.
To accomplish any of these goals, you would be well advised to focus on setting up a collective learning process and not on developing and imposing change plans. If many people in the organization are willfully blind to emerging problems, for example, you must put in place a process to pierce this veil. Rather than mount a frontal assault on the organization’s defenses, you should engage in something akin to guerrilla warfare, slowly chipping away at people’s resistance and raising their awareness of the need for change.
You can do this by exposing key people to new ways of operating and thinking about the business, such as new data on customer satisfaction and competitive offerings. Or you can do some benchmarking of best-in-class organizations, getting the group to analyze how your best competitors perform. Or you can persuade people to envision new approaches to doing things—for example, by scheduling an off-site meeting to brainstorm about key objectives or ways to improve existing processes.
The key, then, is to figure out which parts of the change process can be best addressed through planning, and which are better dealt with through collective learning. Think of a change you want to make in your new organization. Now use the diagnostic flow chart in figure 5-2 to figure out where planning and learning processes are likely to be important to your success.
FIGURE 5-2
Diagnostic framework for managing change
Get Started on Behavior Change
As you plan to get early wins, remember that the means you use are as important as the ends you achieve. The initiatives you put in place to get early wins should do double duty by establishing new standards of behavior. Elena did this when she carefully staffed and coached her project team and then quickly implemented its recommendations.
To change your organization, you will likely have to change its culture. This is a difficult undertaking. Your organization may have well-ingrained bad habits that you want to break. But we know how difficult it is for one person to change habitual patterns in any significant way, never mind a mutually reinforcing collection of people.
Simply blowing up the existing culture and starting over is rarely the right answer. People—and organizations—have limits on the change they can absorb all at once. And organizational cultures invariably have virtues as well as faults; they provide predictability and can be sources of pride. If you send the message that there is nothing good about the existing organization and its culture, you will rob people of a key source of stability in times of change. You also will deprive yourself of a potential wellspring of energy you could tap to improve performance.
The key is to identify both the good and the bad elements of the existing culture. Elevate and praise the good elements even as you seek to change the bad ones. These functional aspects of the familiar culture are a bridge that can help carry people from the past to the future.
Match Strategy to Situation
The choice of behavior-change techniques should be a function of your group’s structure, processes, skills, and—above all—situation. Consider again the difference between turnaround and realignment situations. In a turnaround, you face a combination of time pressure and the need to rapidly identify and secure the defensible core of the business. Often, techniques such as bringing in new people from the outside and setting up project teams to pursue specific performance-improvement initiatives are a good fit. Contrast this with realignments, where you are well advised to start with less obvious approaches to behavior change. By changing performance measures and starting benchmarking, for example, you set the stage for collectively creating a vision for realigning the business.
Avoiding Predictable Surprises
Finally, all your efforts to secure early wins could come to naught if you don’t pay attention to identifying ticking time bombs and preventing them from exploding in your face. If they do explode, your focus will instantly shift to continuous firefighting, and your hopes for systematically getting established and building momentum will fly out the window.
Some bolts from the blue really do come out of the blue. When this happens, you must grit your teeth and mount the best crisis response you can. But far more often, new leaders are taken off track by predictable surprises. These are situations in which people have all the information necessary to recognize and defuse a time bomb but fail to do so.6
This often happens because the new leader simply doesn’t look in the right places or ask the right questions. As mentioned earlier, we all have preferences about the types of problems we like to work on and those we prefer to avoid or don’t feel competent to address. But you need to discipline yourself either to dig into areas where you’re not fully comfortable or to find trustworthy people with the necessary expertise to do so.
Another reason for predictable surprises is that different parts of the organization have different pieces of the puzzle, but n
o one puts them together. Every organization has its information silos. If you don’t put processes in place to make sure critical information is surfaced and integrated, then you’re putting yourself at risk of being predictably surprised.
Use the following set of questions to identify areas where potential problems may be lurking:
The external environment. Could trends in public opinion, government action, or economic conditions precipitate major problems for your unit? Examples include a change in government policy that favors competitors or unfavorably influences your prices or costs; a major shift in public opinion about the health or safety implications of using your product; an emerging economic crisis in a developing country.
Customers, markets, competitors, and strategy. Are there developments in the competitive situation confronting your organization that could pose major challenges? Examples include a study suggesting that your product is inferior to that of a competitor; a new competitor that is offering a lower-cost substitute; a price war.
Internal capabilities. Are there potential problems with your unit’s processes, skills, and capabilities that could precipitate a crisis? Examples include an unexpected loss of key personnel; major quality problems at a key plant; a product recall.
Organizational politics. Are you in danger of unwittingly stepping on a political land mine? Examples include certain people in your unit who are untouchable, but you don’t know it; your failure to recognize that a key peer is subtly undermining you.
As you plan how to secure early wins, keep in mind your overarching goal: creating a virtuous cycle that reinforces wanted behavior and contributes to helping you achieve your agreed-to goals for the organization. Remember that you’re aiming at modest but significant early improvements so that you can pursue more fundamental changes.
The First 90 Days, Updated and Expanded_Proven Strategies for Getting Up to Speed Faster and Smarter Page 11