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?