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About Change ManagementResourcesOther Helpful Links |
Engage Leadership at All LevelsPurposeSuccessful leaders demonstrate a number of identifiable and predictable attributes. Taken together, these provide a framework for clarifying roles and behaviors that drive change. The framework below provides a starting point for considering and discussing desired roles and behaviors that must be demonstrated throughout the organization if change will take root. When to UseThese tools ideally are used at the outset of a project to engage project sponsors in a meaningful dialogue about their role. They can also be used throughout the effort to ensure that the leadership team has a clear understanding of their role in enabling change. Leadership Alignment/Role ClarityUse the following framework and guide in interviews to engage leaders in a discussion about their role in enabling change. Propose a combination of actions as described in the bottom half of the table to engagement leadership in these critical areas:
Interview Guide: Senior Leadership Alignment InterviewFormat: 3 Questions in a free-flowing dialogue environment; Responses captured via interviewer notes, attending scribe or tape recorder with interviewee permission. Estimated duration: Not to exceed 30 minutes. Location: Office of Interviewee Interviewees: See attached roster Background: The most critical success factor in generating stakeholder/shareholder commitment to support a transformation is the demonstrated alignment and accountability of its leadership at all levels. Beginning at the senior levels, leadership should be comfortable in articulating a vision of their organization's future and sense of urgency that resonates with their workforce. Through the demonstrated behavior of leaders at all levels in setting aligned priorities and expectations, they can overcome organizational inertia, and generate an inexorable momentum. The purpose of this interview is three-fold:
Interviewer’s Introductory remarks: At this early stage of the Business Transformation, it’s appropriate that we capture your perspective. I’d like to ask you three questions; first, regarding your own expectations of your organization, a vision in a sense, of your organization’s future as Business Transformation takes hold. I’d also like to gain your perspective about the challenges your organization faces in this transformation, and finally, I’d appreciate learning from you any ideas on how we could be doing it better. We plan to compile notes of our conversation along with those of other senior Army leaders, and use them to improve our communications support to you as well as the alignment of those messages. Additionally we’d like to use your feedback to improve the program’s overall effectiveness in deploying Business Transformation. I’d be happy to share the compiled notes of this interview for your review. I’ll work to hold our conversation to 30 minutes or less. May we proceed? Question 1: Given your understanding of the objectives, for the Army’s Business Transformation, and in particular, the deployment of Lean Six Sigma. How would you describe your vision of Business Transformation as it would apply to your organization? What are your expectations? Question 2: What challenges do you see, that need to be overcome in order to successfully deploy and sustain a continuous improvement culture using Lean Six Sigma? Question 3: The Business Transformation deployment currently focuses on Lean Six Sigma and Organizational Analysis & Design. In your opinion, how could the Executive Leadership be more effective in deploying the Army’s Business Transformation initiative? CM Toolkit Home | Implement Project Integration | Sense of Urgency | Transformation Vision Clarity | Engage Leadership at All Levels | |
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Transformation Enablers - Change Management 
