Do you want a (Cultural) Revolution? (Or maybe a tiny transformation would do)?

 

When discussing transformation, I'm often reminded of The Beatles' 'Revolution' lyrics:

"You say you want a revolution, well, you know - we all want to change the world… You say you got a real solution, well, you know - we'd all love to see the plan. You ask me for a contribution, Well, you know, we’re all doing what we can".

Many organizations overlook the fact that consultants are akin to short-term house guests. Companies opt for transformation based on consultant recommendations, which often neglect recognition of deeper issues resembling messy projects tucked away in your closets. The solutions then fail to identify the root causes, which are likely embedded in company culture.

When rolling out a transformation leaders tend to create plans without introspection into their own inhibiting actions. Unlike consultants, in-house coaches will uncover patterns, such as wild enthusiasm for new projects but poor follow-through, or inadequate solutions stemming from top-down directives without bottom-up input.

Coaches can effect change at the team and peer level through education, upskilling, and frameworks; but enterprise-level transformation requires leadership participation. The 'frozen middle' and 'transformation glass ceiling' pose challenges, necessitating an understanding of leaders' resistance to change.

There is a strong empathetic connection between coaches, teams, and others at their peer level. However, successful transformations at all levels of an organization, require coaches to understand this new customer, the Sr. Leader, better than they understand themselves. Utilizing 'executive personas' helps coaches identify the engagement and communication styles of different executives.  It allows the development of different ways of interacting. Leveraging coaching triads to lean into coaching techniques at this new level before game day helps them discover the ways their approaches do and don’t work.

Next- setting up those direct interactions with executives lays the framework for coaches building a shared understanding of goals and a safe space for honest dialogue. This fosters a culture of continuous improvement, allowing organizations to embrace transformation and adapt to change.

What executive personas have you identified? When did you realize you had gained their trust? How did you earn it?

Meet the “Canary in the Coal Mine” and the “Tinkertoy Connector”

Product Management teaches us to think about “Customer Value”. What problem does the customer encounter on a regular basis that our product or service can make easier, better - or best yet - make the problem go away entirely?

As Coaches we’re also cheerleaders of Customer Value to the part of the organization we’re assigned. Leadership, teams or individuals. 

Have you noticed that sometimes on the path of transformation people set their sights on the wrong horizon? … They’ve been told the horizon is “quick to delivery/market” and “better quality” - but if you’re not delivering something useful to the customer it doesn’t matter how quickly, innovative, or well made the product or service is - no one is going to use it on a regular basis … they’re never going to fall in love with it and declare “over my dead body will I give this up.”

But what about YOU? What’s YOUR “Customer Value” to the organization?

I’ll tell you mine. 

I’m the canary. 

I’m in your coal mine and I’m the early detection system for “something’s not right”. 

Once I asked a CEO about my canary tendencies. Being the canary is not always something an organization values. 

The best gift he gave me is when he said “If they don’t value you as a canary that stops singing - then you are working for the wrong company - because you are ALWAYS going to be the canary.” 

I always see clearly - like a “heads up display” on the windshield - the path of broken visions, processes, organizational structures, systems and leaders around me. And I can’t be quiet about it. It’s like not being able to unsee something you didn’t want to see in the first place (like walking in on your mom and dad when you’re old enough to realize what you’ve walked in on). 

Once you’ve seen it - you can’t “unsee it” … or shut up about it. (Well, hopefully you didn’t shout from the rooftops about mom and dad). 

Everything you do orbits around trying to get others to fix the brokenness. Being the canary is a dual edged sword. It’s powerful to be able to see so far into the future - but those who can’t see that far ahead don’t want to be warned of impending danger 10 miles before they encounter it. 

And because they can’t see the danger, they’re not interested in changing and/or fixing what they haven’t encountered yet.

But I’m lucky. I have a second gift - it’s being the Tinker-Toy “connector piece”. Just like I can see what’s going wrong - I also instinctively know what team, executive, or line of business needs to be in touch with this other team, executive, or line of business. Who should work with who. My connections are valuable - not because I have a lot - but because I know someone you should talk to to solve your problem. I know someone who has the exact insight you need to get unstuck. 

Being a connector is more than just linking things and people together. As a connector your power is in telling the two people/groups WHY they need each other. It’s telling them the value of the connection. It’s in supplying the right details so they want to work together. Or maybe it’s understanding there is friction (hello squeaky wheel!) that needs to be paid attention to by both sides and calling it out for them.

Did you notice how I’m talking about “bringing people together” - but I am not saying “and I tell them MY PLAN to fix their problem!” 

That’s not the job of the connector. It’s not the job of the coach. And as much as it pains me to say this - it’s not the job of the Product Manager either. 

“Fixing the problem” is owned by those with the problem AND the team who is responsible for creating the solution for that part of the product/service.

I remember once in an interview, someone on the interview panel said, “So is your solution just to get people to talk?” To which I said “yes”. Talking, but more importantly helping both sides LISTEN - is how you figure out what’s causing the friction. Where the misalignment is. Where the processes don’t mesh. Where the needs aren’t met. The goal is to get them invested in solving the problem together. And then I use encouragement and accountability to keep them focused on solving the problem. Sometimes you might have to squirt a little oil here and there - or bring in fresh air to dissipate the bad-will - but YOU are not the problem solver. You are the canary and the connector.

So tell me. 

What’s YOUR value to the organization you work for? Or if you’re searching for your next role - what’s your pitch to the hiring manager? What VALUE do you bring to the organization?

As a little bonus thought - your value might be enhanced by your education, skills and certifications. But those are not your value. Your value is the unique thing that you always gravitate towards. It’s the thing you can’t help but do - no matter where you go.