In part one, we discovered that companies can lose their way through not being self-aware and reflective enough. That radical jump to ‘new ways’ is really a symptom of a greater challenge - something in the organization’s thinking has precluded an organic transition to the new way. We need to find the root cause, and that involves the next step - dropping the blame game and taking the power to organically learn and pivot back.
As an organizational transformation coach, my primary job is often to help people find what they’ve lost. It is typical to hear from executives and tenured employees alike that they used to be more aligned, focused, responsive to customers and the market, etc. But after I listen, understand, and empathize, I’ll usually ask ‘where did you lose it?’. As you might imagine, the typical response is a blank stare, and it isn’t surprising.
Transformational change in organizations requires a razor focus on a future state that must draw leaders and employees out of their current world to embrace a different focus. Creating this pull to change involves fundamentally shifting how individuals understand their value and purpose, and in practice, this can be incredibly disorienting and look high-risk. However, the highest risk comes from continuing the same pattern and entrenching dysfunction.
Part Two: Three Transformative Truths Essential to Success
Part One: Transformation as Rubber Band or Brave New World?
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