As I said in my last posting, CEO's and other executives go to many different trainings and get great ideas about how to better understand their people. This is whether they are C-Suite Executives, Middle Managers, Supervisors or the workers who actually make it all work. No matter, they come back invigorated with fresh and new ideas and for the most part they fail to put those great ideas into practice. I said in my last posting this was very common. I had seen it time and time again over my 45 years of experience. Why does this happen and what do you do to fix this?
It's really rather simple. I could say, don't let it happen and you would all say I was crazy. But that really is the solution. What I always did with a new client fresh into the project was determine what they wanted to do or to change. Perhaps it came as a result of a training class they did with me or with someone else, but we set up a goal or a set of goals that we would establish with the CEO that would support or enhance that effort of the CEO.
Then depending upon the C-Suite, we would either have the CEO casually chat amongst the C-Suite the need for that goal or idea or plan to come to fruition and to gain consensus with the rest of the C-Suite team. In other cases, we might hold group sessions with the entire C-Suite team led with the CEO and myself and work with them as a group gaining consensus to that same goal, plan or set of goals.
Obviously every team is different, but the end result is the same, gaining consensus amongst the C-Suite so they have buy-in and complete agreement of the end result tat the CEO wants to achieve. You may have to take many different routes to achieve this end result with that route and time path being different, but that can and should be worked out in advance between the CEO and the facilitator. Road blocks should be prepared for and anticipated, but they can be overcome easily.
All too often, if that buy-in and agreement is not present and is not then rolled down properly through the various levels underneath the C-Suite then the plan or goals will not be either accepted and communicated properly. Or in other cases, they will not even be understood and will be totally ignored.
It's really rather simple. I could say, don't let it happen and you would all say I was crazy. But that really is the solution. What I always did with a new client fresh into the project was determine what they wanted to do or to change. Perhaps it came as a result of a training class they did with me or with someone else, but we set up a goal or a set of goals that we would establish with the CEO that would support or enhance that effort of the CEO.
Then depending upon the C-Suite, we would either have the CEO casually chat amongst the C-Suite the need for that goal or idea or plan to come to fruition and to gain consensus with the rest of the C-Suite team. In other cases, we might hold group sessions with the entire C-Suite team led with the CEO and myself and work with them as a group gaining consensus to that same goal, plan or set of goals.
Obviously every team is different, but the end result is the same, gaining consensus amongst the C-Suite so they have buy-in and complete agreement of the end result tat the CEO wants to achieve. You may have to take many different routes to achieve this end result with that route and time path being different, but that can and should be worked out in advance between the CEO and the facilitator. Road blocks should be prepared for and anticipated, but they can be overcome easily.
All too often, if that buy-in and agreement is not present and is not then rolled down properly through the various levels underneath the C-Suite then the plan or goals will not be either accepted and communicated properly. Or in other cases, they will not even be understood and will be totally ignored.
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