Pivot, Adapt, and Prosper

Some consider an organization’s ability to rapidly pivot, innovate and capitalize on turmoil a miracle! Those in the continuous improvement field view these capabilities as benefits of a resourceful and engaged workforce.

At the onset of the Covid-19 pandemic, enterprises as far afield as the hospital care and medical equipment communities to the manufacturers of autos, apparel, vacuum cleaners, air-bags, electronics, and other specialties rapidly aligned their operational know-how to save lives.
Almost overnight, these companies shifted production from traditional product lines to desperately needed ventilators, gowns, respirators, and face masks, needed by health care workers and the sick and dying.

These versatile organizations are equally prepared for business challenges they are likely to confront and provide a model for others.

Create this capability in your organization. Read how in The Five Keys to Continuous Improvement.

Covid-19, Doctor Fauci, Leadership and Change

Charged with the task of changing behaviors among a nation of over 300 million people is hard to grasp. However, those of us responsible for leading change, in our own organizations, should take note.

Leading our Nation’s medical response, was Dr. Antony Fauci, Director of the National Institute of Allergy and Infectious Diseases (NIAID). Fauci advanced a clear and fact-based explanation as to why changes in our behaviors were necessary. He laid out a series of actions that were well-defined and compelling, that if followed, was our best means of defense. Throughout, he communicated by providing regular factual updates complete with visual charts and measures emphasizing the dire need for change and the progress being made.

Lessons for Change Leaders
Whether Fauci followed a trusted leadership playbook or simply his natural instincts, he and his team validated for us, many of the most critical aspects in leading change.

We invite you to learn more about leading change in your organization in our new book The Five Keys to Continuous Improvement.

“One Reason People Resist Change is Because They Focus on What They Have to Give Up, Instead of What They Have to Gain.” Rick Godwin

Spell out the benefits:People must clearly see how this “change” will improve their organization and how it benefits them personally. Share early wins, goals reached, and milestones met. Connect these positive results to personal and organizational benefits. Recognize good performance that aligns with the change efforts.

Be Patient: Don’t expect people to readily adopt a new innovation or change proposal. Your organization’s culture and behaviors have hardened over time – sometimes decades. Changes to these habits and customs take time and effort. With commitment, reinforcement, and through example, colleagues will join in the effort – over time.

We invite you to learn more about leading change in your organization in our new book The Five Keys to Continuous Improvement.

Good Communication is the Bridge Between Confusion and Clarity

In leading change initiatives, we have yet to find an organization that communicates too much. Using all communication forms, channels, and techniques available exponentially increases support and participation. Update progress regularly, and share successes, failures, and challenges. Acknowledging disappointments and adversity demonstrates honesty and confirms real-life issues that need to be overcome.

Seek Feedback: In order to keep your fingers on the pulse, create opportunities for colleagues to provide you with their feedback – welcoming both good and bad. Learn from your colleagues what they think, their worries, and desires. Share what you learn with other leaders and resolve legitimate concerns.

We invite you to learn more about leading change in your organization in our new book The Five Keys to Continuous Improvement.