I have written before about the First Five Percent. That’s my approach to strategic change management that says the quality of the first five percent determines what happens in the rest of the process.
I was in Los Angeles last week, working with a large association, on a strategic plan for their organization. It was the beginning the a process to create a high-performing organization in less than a year. A definite procedure of the First Five Percent is to enlist as many individual feasible from the very start.. You never know who has the good ideas. The more people you engage early on, the quicker you can identify the best thinking and the hidden resources.
There were 300 people in the room, including board members, chapter leaders, and local officers. The agenda was flexible. To ensure people would be involved, I was prepared to go into a number of directions, depending on the results from the first exercise. The first question I asked was: “Think about two years down the road and where you want the association to be. Tell me the specific changes you want to see and your measures of success.
They worked on this question for 60 minutes and wrote down their responses on flip chart paper. Each group then reported out. I then asked them: What did you hear yourselves say? Did you have a meeting of minds?
Everyone called out what they heard. “Increase membership.” “Fill our vacancies,” “Make a new product..”Their juices were flowing.”
“How would you measure success”? I inquired. They shouted out what they’d heard. I listed four specific measures of success. I asked if they all agreed. Everyone raised their hands.
They left for a quick lunch break. I planned my next step, while the room was silent.. I examined all their briefs, and concluded all I have to do is to take advantge of their drive.. I indexed 12 goals in my catalogue. The aims touched on subjects in relation to “recruit more members” or ” escalate our presence in the political arena.. I posted these goals on the walls of the room. When they got back from their lunch break, I said: “Now look around the room. These are your aims. Find the goal you feel most passionate for. Go stand by that goal. If you feel passionate about another goal not listed, there are blank pieces of paper.
The group divided itself into teams around each goal. I required every group to execute a procedure for every goal to be followed by a demonstration.. While the reporting is in progress, I made remarks about major points to be settled and expedited an exchange of ideas for each.. When people drifted off topic, I invoked the two-minute rule Anything important can be said in two minutes and they got back on course. We wrapped it up at 4 p.m.
I asked people to tell me what they liked about the meeting. ” I was thrilled,” somebody said.. “Wonderful ideas” A lot of people made observations. ” Your conduct,” somebody said. “The two minute rule!” Several shouted. “We are very glad to start our group,” a woman said..
“And what would you like to change?” I inquired.
That we have to depart!” a man shouted. Everyone laughed.
About the Author: Eric Douglas is LRI’s senior executive business consultant with expertise change management, leadership development, and strategic planning. His latest leadership book is called Leading at Light Speed.
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