By Chris Swistro
Tough economic times have left many senior
managers with an extra-long "to do" list - projects that
they know would really help the organization, but
seem like "nice-to-haves" rather than essential when
money or time is tight.
I'm here to offer you some good news:
those projects don't have to be big and
expensive,
and the capacity to make them a success is right in
your organization.
So let's get started!
Over the last 6 months, I've been working with and
studying organizations and teams that have found a
way to evolve and grow continuously despite the
turbulent economy. Sure, these efforts have required a
new perspective, a willingness to abandon old
assumptions and legacy solutions, the discernment
to see options
where there was just a stack of problems. But there
are some consistent themes across all these
innovative efforts: (1) you can start with a simple idea
and have big impact, and (2) the capacity to fuel
change efforts is, largely, already on the team.
Two examples illustrate these themes. The first is
an initiative I learned about at the
recent EdVestors Showcase, a forum for presenting
foundations and investors the opportunity to learn
about and fund innovative programs in the Boston
Public Schools. The "Countdown to High School"
initiative distinguished itself to me because it
addresses a basic, pervasive problem (with over 30
high schools in Boston to choose from, students have
a hard time transitioning from middle school to high
school), offers a practical solution (inform students
about the transition and provide the necessary skills
and support), and the initiative was conceptualized by
teachers in the classroom grappling with the turmoil.
Countdown to High School is a terrific example of how
those on the front lines can apply practical solutions
and drive systemic change.
The second example is in the health insurance
industry. I recently
met with Peter Straley, President and CEO of Health
New England, a local HMO. Straley has been leading
organizational transformation at HNE for over a
decade, and in the face healthcare reform uncertainty,
has launched another change initiative, the
Opportunities for Innovation project, or OFI.
OFI is a
structured program to engage every employee in the
practice of improving their operation. Employees are
mandated to offer process improvement ideas, test
them "locally" in their departments, and share their
results broadly. Although the program is just
beginning, Straley reports that the level of increased
engagement is palpable, and he is confident that OFI
will uncover fresh ideas to advance the business.
What can you do as an executive?
Take inspiration from these examples.
Pull those "to do" lists out of your desk drawer and
think
about where to get started. Is there a goal you've
wanted to pursue or business problem you've needed
to correct? Resist the
temptation to look at the list and see big, complex,
expensive work that will absorb time you think
you don't have. How can your big goals be separated
into smaller pieces and prioritized for action? Can you
lay out a high level plan and then go for the quick
wins? Enroll your team in developing solutions and
empower them to test their ideas and measure
results. Your job is to set the direction and
clarify the
destination, not project manage the details.
You may choose to engage
outside
assistance to co-pilot the effort, providing the
structure, objectivity and accountability to see things
through, and then to help you and your team
synthesize what you've learned and course correct
where necessary. But most of the fuel to attain the
goals on your list resides on your team already - you
simply need to activate it.
