Vinod is obviously disconnected with reality. While he does know what he wants to do he doesn’t know how to go about getting everyone aligned. Kamal, his internal communicator also seems quite aloof.
I received a couple of good responses on Linkedin when I posted this dialogue on change management.
One reader mentioned a flaw in the approach – going top-down didn’t engage employees. Instead by asking for their ideas provided a potential of better alignment. Fair point.
Another pointed to the issue with the ‘vision’ itself and the role of communicators. Change management and communications come with respect and she referred to a ‘culture’ angle.
That brings us back to what Kamal could do to improve Vinod’s chances of moving the needle.
Kamal’s role extends beyond just playing the role of a publisher of communication. He needs to be a change agent in the process. Vinod has a lot going on and as a leader he may not be completely clued in about how his staff think or perceive him. Kamal as the internal communicator has to bring his expertise of understanding employees, gauging sentiments and translating Vinod’s vision into simple messages that get employees inspired. Kamal can personally conduct focus groups to get employees’ viewpoints and attitudes first hand rather than depend on how Vinod hears it.
Kamal also needs to ascertain if there are cultural nuances and generational gaps obstructing the assimilation of messages from the leader. Vinod belongs to the ‘baby boomer’ generation and he expects his staff consisting of Gen X and Y to listen and follow. Won’t work!
Vinod first needs to appreciate that trust in leaders is on the decline and therefore he must invest in building a relationship rather than thrusting a vision down the chain.
What about his leadership team and managers? How inclined are they to accept the vision and do their part to make it succeed? He must gauge their interest levels and surface issues they have. If managers aren’t excited about the vision they wouldn’t be a position to even respond accurately in case their teams have questions.
Cascading a vision isn’t an overnight change management exercise. It takes time and Vinod has to be consistent with his words as well as actions. He can seek feedback on his strategy and invite employees to join task forces who are defining the face of the company. That way he will gain partnership and also make progress. He can enlist a few of them as the change ambassadors and to promote the message to all employees. Considering his other priorities he needs to empower and delegate more.
He must demonstrate his commitment by exhibiting behavior in line with the company’s values. His frustrations can reflect in his body language and Gen Y is quick to spot any differences.
Lastly, change management and communication means quick action. Once Vinod has established the goals he must show tangible proof of progress and improvements. Quick wins on the strategy are sure fire ways to rally staff. He needs to make his plans transparent and hold key stakeholders accountable and evaluate their performance periodically. Probably, begin a change blog and show how he is going about making a difference – live!
What do you think? Post your thoughts here.
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