Leading change in today's fast paced world is tough. Not only are we experiencing new paradigms in economic and geo-political fluctuations but we are forced to learn and accept new technologies, innovation, and communication methods... on the fly. Too often change is forced upon an organization due to a lack of willingness to prepare, unforeseen circumstances, or just being stuck in outdated ways of doing business. Whatever causes the need for change it is a tough undertaking to successfully lead the change initiative in a positive direction.
This week we researched a few remarkable examples of organizations who transitioned through change. We looked at Home Depot and how Robert Nardelli impacted this giant in both positive and negative ways. We read a story of a furniture company who reengineered his team's approach towards customers, and we listened to General Stanley McChrystal, US Army retired, discuss how he had to make drastic changes in himself as well as his leadership techniques post 9-11. These were some powerful examples of leading through transition. The one clear message I learned from all these examples was the importance of sharing the vision and gaining confidence in the movement.
Robert Nardelli changed Home Depot when he took the helm as CEO in 2000. His style and strategy was process driven and he effectively streamlined and automated many of Home Depot's processes. This saved the company millions of dollars, but he failed in the long run. Why? He didn't share his vision with the thousands of employees who would be forced to work in a new, changing environment. He didn't share his vision, or his vision didn't include the culture of the Home Depot family.
Jim McIngvale, owner of Gallery Furniture in Houston, TX, was forced to reengineer his business strategy in the face of a nationwide recession. He never lost focus on the opportunity Gallery Furniture had, and he needed to make some changes in the culture of his employees to see this vision through. It took redesigning the sales process, incorporating technology, changing the mindset of his sales staff, and redirecting production in a safer, more efficient operational direction. He made his vision known, and through a series of training programs, reenforcement of small successes, and a continuous desire to adapt to a new breed of customer. The results of his shared vision effectively changed the culture of his employees, revamped their sales approach, reduced delivery reworks, improved safety records and employee wellness, and reduced his inventory. McIngvale lead change for his organization by never quitting on his vision for what could be.
Genreal McChrystal, after almost 30 years of serving as an Army Officer, had to readjust his leadership style after the attack of September 11, 2001. His command spanned continents, employed new technologies that had yet been battle tested, encompassed a broad range of ages, sex, and experiences. He had to learn to lead all over again in order to carry out his mission. What made him successful was his ability to relearn how he viewed leadership. He learned from his troops. He gained trust through superior communication over a range of media. And, he shared his vision up and down the chain of command. Trust in combat is just as important than the equipment used to fight, and he had to learn how to build mutual trust in a "new breed" of soldier. He discovered that men will only follow a vision if they know about it, can understand it, and believe it has the best intentions. He succeeded, and many lives saved can be attributed to his ability to learn how to lead in new, unprecedented times of change.
Being a leader in these times does not mean being right, it means acting right. Being able to incorporate new ideas, innovation, and technology and make them work to produce positive results takes determination, hard work, and vision. It is the shared vision that can change a culture. This is the face of "new leadership". Being able to identify the need for change, make the right choices to effect a change strategy, and sharing this vision with those who will be instrumental in making change happen. Communicating vision to those you lead is the foundation for leadership moving forward in this fast paced world.
JP
This week we researched a few remarkable examples of organizations who transitioned through change. We looked at Home Depot and how Robert Nardelli impacted this giant in both positive and negative ways. We read a story of a furniture company who reengineered his team's approach towards customers, and we listened to General Stanley McChrystal, US Army retired, discuss how he had to make drastic changes in himself as well as his leadership techniques post 9-11. These were some powerful examples of leading through transition. The one clear message I learned from all these examples was the importance of sharing the vision and gaining confidence in the movement.
Robert Nardelli changed Home Depot when he took the helm as CEO in 2000. His style and strategy was process driven and he effectively streamlined and automated many of Home Depot's processes. This saved the company millions of dollars, but he failed in the long run. Why? He didn't share his vision with the thousands of employees who would be forced to work in a new, changing environment. He didn't share his vision, or his vision didn't include the culture of the Home Depot family.
Jim McIngvale, owner of Gallery Furniture in Houston, TX, was forced to reengineer his business strategy in the face of a nationwide recession. He never lost focus on the opportunity Gallery Furniture had, and he needed to make some changes in the culture of his employees to see this vision through. It took redesigning the sales process, incorporating technology, changing the mindset of his sales staff, and redirecting production in a safer, more efficient operational direction. He made his vision known, and through a series of training programs, reenforcement of small successes, and a continuous desire to adapt to a new breed of customer. The results of his shared vision effectively changed the culture of his employees, revamped their sales approach, reduced delivery reworks, improved safety records and employee wellness, and reduced his inventory. McIngvale lead change for his organization by never quitting on his vision for what could be.
Genreal McChrystal, after almost 30 years of serving as an Army Officer, had to readjust his leadership style after the attack of September 11, 2001. His command spanned continents, employed new technologies that had yet been battle tested, encompassed a broad range of ages, sex, and experiences. He had to learn to lead all over again in order to carry out his mission. What made him successful was his ability to relearn how he viewed leadership. He learned from his troops. He gained trust through superior communication over a range of media. And, he shared his vision up and down the chain of command. Trust in combat is just as important than the equipment used to fight, and he had to learn how to build mutual trust in a "new breed" of soldier. He discovered that men will only follow a vision if they know about it, can understand it, and believe it has the best intentions. He succeeded, and many lives saved can be attributed to his ability to learn how to lead in new, unprecedented times of change.
Being a leader in these times does not mean being right, it means acting right. Being able to incorporate new ideas, innovation, and technology and make them work to produce positive results takes determination, hard work, and vision. It is the shared vision that can change a culture. This is the face of "new leadership". Being able to identify the need for change, make the right choices to effect a change strategy, and sharing this vision with those who will be instrumental in making change happen. Communicating vision to those you lead is the foundation for leadership moving forward in this fast paced world.
JP
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