Getting RESULTS: E = Expectations and Alignment

I believe strongly that 80% or more of the success of any organization ultimately comes down to our ability (or inability) to develop and empower people to support its vision. Its top management’s job to say where we are going and what that looks like when we get there in measured terms. It’s the organizations people who must figure out the how. For them to do that it is necessary to share information, provide adequate training and understanding of how processes work (classic LSS and BPR tools), and provide adequate support for them to own and make the necessary changes. 

For this to have a remote chance of success, we must have made sure expectations are set and we have aligned all stakeholders to fully buying in to the vision. It seems really simple – answering the ‘what’s in it for me?’ (WIIFM) for each group of stakeholders, but in practice, it is devilishly hard to do. The bigger and more complex the organization, the harder. Add to this the fact that in some sectors (like government operations) will have various stakeholder groups will not agree with or support given changes to be made because of conflicting agendas. 

Without ‘as-is-ing’ these issues openly and honestly and committing to finding the shared vision and goals to rally around, I virtually guarantee disappointment in the results for a major change initiative. Side note: This problem is exactly why the traditional BRP approach is the default – especially in turn-around situations when there is no time to on-board the stakeholders. Experts design the new processes and tell everyone what they will now do. Then later wonder why no-one will support the changes and results wither. Consider this: which do people like better, doing stuff to them, or with them? Doing it to them is lazy and likely to fail. Doing it with them is much harder, but promised the best possible chance for success.