Top-down leadership is pretty much gone today because it simply doesn’t work. This can be an unpopular message to bring to leaders.
Even with the right people, funding model and incentives in place, a strategy might fail. The key may be to eliminate presumptions.
The process often used in strategic planning has a built in landmine. The most deadly one is assuming you can predict the future.
Change can be a very painful process, particularly for organizations that have been around for many years. It’s why so many huge organizations often go out of business. There are three ways you can manage change within your organization and all three are worth implementing.
When asked to do something that is outside your priorities, if you say no you create the necessary space of time to say yes to something that will make a difference that aligns well with your top objectives.
In working with organizations over the years, I have observed a particular reaction people have when someone in their organization proposes a change, particularly a major one. Those on the listening end, who are required to make the idea a success, are hearing it for the first time and may have a mixed reaction to it. It is at this intersection where so many ideas fall apart.