Changing the Process

Judith M. Bardwick, Ph.D.

  1. Identify the real major problems. Open the books. Speak the unspeakable.
  2. Identify the core business and whether it is a cash cow or a high-risk, high-growth business. Create the essential strategy based on competitive advantage. If there is no clear competitive advantage revisit the question, What is the business of this business?
  3. Identify the most important goals and those that are easiest to accomplish. Balance the goals of importance and ease. Limit the number of goals at one time to three and determine due dates.
  4. Designate the organization’s few core values: for the U.S. Marines, they are honor, courage and commitment. This is critical, because values and not rules are the true guides of behavior.
  5. Create simple, honest, and direct communications in order to gain understanding and buy-in.
  6. Never assume your message is heard. Go into the field and find out what people think is being said.
  7. Organizational units and individuals create line-of-sight goals from the organization’s targets to their own with due dates.
  8. Reward the angels and fire the snakes. Distinguish thrivers – people who are eager to make and lead the changes– from survivors – fence sitters and cynics – and strugglers or failures who oppose change. Move thrivers into leadership roles.
  9. Fire trouble making strugglers.
  10. Fire chronic non-performers.
  11. Start again: Murphy’s Law, If anything can go wrong, it will, is the bedrock truth.

 

 

 

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