Professional advice regarding getting the right kind of executive support during organization change is valuable. An advice like that will save you precious time, energy, and of course, money. Yet, sometimes it is valuable to offer up advice about what not to do. There are times that even the greatest of advices can bring about results that are unexpected and not welcome. So here are some ideas about what to avoid.
Avoid the temptation to merge meetings about running the business and organization change. Although addressing these two issues at the same time in one meeting may seem to save you time. This is rarely, if ever, the final result. Running the business brings about pressing matters and they usually are the ones with top priority.
For example, a meeting is in progress and the topic of discussion is a current change initiative. Then, someone runs in and announces that there was a flaw in the production of your custom widgets. Immediate attention will be given to the problem at hand and everyone will forget that they were talking about organization change. So it’s a good idea to hold a different meeting to tackle organization change alone.
Try to refrain from scheming about different ways of getting organization change included on the agenda. This will just result in misuse of time and a waste of valuable resources.
The executive running the meeting needs to be disciplined enough to not allow the meeting to turn back to run the business matters when organization change is the focal point of the meeting. It may mean occasionally stepping on a few toes to keep the meeting on task, but it is ultimately for the benefit of the organization. This can be challenging, but it is vital.
If you can just avoid these roadblocks, you’ll be able to get the kind of executive support that you need for organization change. And this would definitely lead to a successful organization change.
For more information, including tips, samples, and templates, please check out our website: Organization Change
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