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My goal is to help you be successful in navigating disruptive change while uniting your team around important strategic decisions. I do this by playing three key roles. For your specific needs, we can mix and match these roles as appropriate:
As your personal strategy coach, we have regularly scheduled video calls where we talk about your organization. What disruptive changes are you dealing with? What are the critical strategic decisions that must be made? What's the best way to make those decisions? How do we involve your team in the process so that they take joint ownership of the decisions? What issues are you facing in implementing strategic decisions? What other hard situations or choices are you facing and how can your faith and your strategy help guide you through?
I bring to these sessions experience dealing with many similar situations as well as a collection of tools that we can bring to bear for your specific situation.
Calls are usually an hour long and the frequency depends on where you are in the midst of disruptive change. Sometimes, it makes sense for us to virtually meet several times during a week, but usually while working through change, meeting once a week is the right pace. Once we have a solid framework in place for turning chaos into transformative change, we will often fall back to meeting every other week. After we've successfully walked through significant change, clients often continue to meet with me monthly for coaching through day-to-day decisions and activities.
During periods of intense change, it might make sense to bring me on-board as a fractional member of your team. This is typically a contract role with me working 5 - 15 hours a week alongside your other leadership team members. In this role I am directing strategy development efforts within your organization, helping your other leaders with their strategy development and implementation activities, researching and documenting the internal and external environment, participating in leadership team meetings, and documenting strategic decisions and strategic context.
Most of this work will be performed virtually, but I likely will spend some time in your offices engaging in-person with your team.
Turning disruptive change into a strategic transformation almost always requires making hard strategic decisions. I've found that the best way to make these hard decisions is in a strategy workshop (or strategy lab). Over the years I have developed a strategy workshop process that brings your leadership together around these hard decisions. We bring in their expertise and perspectives to make sure that we are making the best decision possible, but most importantly, through the discussion, everyone comes to a shared understanding of the right decision and why it is the right decision. This helps insure the best possible implementation of the decision across the organization.
Scheduling these workshops requires the right balance of devoting enough time to making the right decisions with not taking too much time away from the other critical operational and people issues that often also accompany significant change. The first workshop, and workshops for some particularly critical decisions, will typically be scheduled as the last 4 hours of one day followed by the first 4 hours of the next day, often with a team dinner in-between. This gives us time to "digest" the discussions from the first half of the workshop before making our final decisions. Once the team is familiar with the workshop format, we can complete most subsequent workshops in just half a day. To accomplish this time efficiency, I often will require participants to complete a few hours of pre-work that they can work around their other activities.
Frequency and number of these workshops will depend on the situation. In the midst of major change, it's not unusual for there to be three to five critical strategic decisions that must be made. I've found it best to schedule workshops no more frequently than every 2 weeks, but typically once a month is a good pace to provide time to communicate, absorb, and begin implementing one decision before wrestling with the next one.
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