In a post last week, Seth used 40 words to describe when to a use a globe and when to use a map.
Change Leaders must first use a globe. We are currently here, and we’re going over to there. By looking at the globe, people can clearly see where they are and they can see where they’re headed. The globe is used to present the big picture.
Once the big picture is understood, then people need a map. How are we going to get there?
Here is where it gets tricky.
If leadership tells the entire team the exact route of getting from A to B, then people will resist. They will have a better idea. They will resent being told. They will want their route heard and considered. Not a recipe for success.
If leadership tells the entire team they don’t know the route and it’s up to the team to figure it out, then pandemonium will break out. Dozens of different routes will be proposed and argued for. Factions will form. Each group will argue that their route is best. Some route will eventually win out and the rest of the options will lose. Again, not a recipe for success.
A middle ground is necessary.
Leadership must first lay out the big picture and be crystal clear when using the globe. We are currently here and we are going over to there. Period.
Then – and only then – should leadership get out the map. They should say, ‘We believe this is the best route to get from A to B. However, we’re not 100% certain and we need your help.’
This approach does three things.
- Defines the big picture in clear terms
- Proposes a solution
- Invites everyone to participate in making the solution work
Change leadership is about getting an entire group of people to move quickly from A to B.
Change leadership is about obtaining maximum buy-in during the move.
Change leadership is about maintaining morale during this time of disruption.
Change leadership is about minimizing team turnover and abandonment.
Use the globe to explain the big picture.
Use the map to propose a route.
Invite everyone to figure out the exact route.
Steve Weber is the Change Ambassador. He works with leaders of organizations that need an important change to occur quickly, with a minimal amount of pain, and with a maximum amount of employee buy-in. Steve helps leaders design change initiative campaigns and serves as the campaign manager for corporate change initiative campaigns.