I have just announced yesterday a big change in my organization.
We are going :
* from two companies with integrated sales force in each of them
* to two operation units and one sales structure selling the products from the two operations
It is of course a huge change for a lots of people and the risk of creating a lots of troubles. It means that some people will have to "lose" some of their tasks and focus more on others. It has meant that some people had to leave the company, other will join... It means that some people will nomore will be direct to me, and will get a new boss. It means that their will be more positive confrontation between sales and operations, etc, etc
I have already had to put in place this kind of changes in the past and the way I did it was to announce it in a general meeting and them deal with the trouble and the questions.
This time, we did it in another way. I announced it progressively to my direct in their O3 and asked them to do the same in their own O3.
The difference in the big meeting was just stunning ...
Before : people would have just said nothing or would have been extremely negative. And then there would have been a lots of rumors etc
This time : we could directly have a very productive work session where the purpose was the same of anyone : make this change a success.
It was just possible because the employees had had the opportunity to ask their manager about what was going on and could tell their opinions about the change. There had been a kind of pre-wiring through the O3. It made people feel more trusted, more confident and so more "acting" than "expecting".
Just another example about the power of O3 ...
O3 for preparing big meetings about change (pre-wiring ?)
cerdic - congratulations, what an excellent story and tip for us!
There are a couple of naunaces in your approach that I particularly took note of:
1) You're reinforcing the use of O3's throughout the organization.
2) You're reinforcing the principle that one's "most important" communications in the organization [i]come from their direct boss [/i]- and not from the higher-ups.
3) Rather than "cascading" the information through a series of group meetings led at each level (an American trend of late), you're doing it in direct one-to-one conversations. SO much more effective than having each level attend a poorly-run group briefing...
4) You're ensuring that all of your managers exercise their responsibility as managers - and you're not letting them hide behind messages delivered through a skip approach (where they can kind of sit on the sidelines as those above them communicate to those below them...).
Well done!
-Hugh
O3 for preparing big meetings about change (pre-wiring ?)
Thank you HMac, and good anniversary as it seems that today you are beginning your third year here on the forum!
About O3 : they are a fantastic tool for a lots of purpose. I have asked all my direct to use them with their directs and it is the most powerful tool I have ever used for management.
Of course they cannot replace team brainstorming sessions for example. There had been some of them before we could come up with the plan.
O3 are just perfect for preparing change and then for reinforcing it in the week/week life!
O3 for preparing big meetings about change (pre-wiring ?)
Wow... that is an amazing story!
I think things like feedback, coaching and 03s seem a little awkward and even silly from time to time when you are planning them or deciding whether or not to do them.
But you can't argue with the results, and I think I see a trend there. :wink: