Micro Organizational Behaviour

I recently met with the CEO of an organization that was in the midst of a process improvement initiative. Like many consultants, I am rarely in conversations where everything is perfect: few people talk to consultants for fun!

The project was into its second phase and was proceeding swimmingly. All timelines were maintained with results better than expected. Before long, we got to the heart of the issue: the successes were not being broadcast effectively, which, my client suspected, was the reason for a lackadaisical air around the entire initiative. Of course, there were regular project team presentations to the wider group on results and learnings, but the true success of the little wins along the way were not getting across.

To of us who are familiar with “selling the sizzle, not the steak,” think about a prime cut of meat—beautifully cooked—in a Tupperware container at the back of the fridge. And there are plenty of them back there!

From experience, I know that considerable effort goes into organizing the kick-off sessions for big change initiatives, and that a key objective is to “get people excited” about their projects. Leadership team members, internal experts or third-party consultants who speak at these events are careful (one hopes) to prep both message and delivery for optimal results. Rick Spence, who provides advice to small businesses in the Financial Post, prepared a quick list of dos and don’ts for “delivery” (aka: public speaking) here: (http://www.financialpost.com/small_business/story.html?id=654070) The list is good, but will likely be familiar to anyone who has waded into the waters of being a better speaker/presenter.

I find it noteworthy that numbers one and two on the list are “tell stories” and “tell your own stories.” The thinking is that stories relax speakers (it’s not a script to memorize, it’s a story to tell), and the “your own” part of it brings credibility and sincerity to the mix. The perceived absence of the latter qualities, I would suggest, puts the “nay” in those naysayers who can try to quell the excitement that a successful kick-off creates, and give rise to the lackadaisical air.

In our situation, the “presenters” are relaying the results of projects (e.g. stories), with which they were directly involved (e.g. their stories). So where’s the gap?

I spotted two: (1) those involved do not realize the importance of “communicating the success” and not just “presenting the information;” and (2) those with the stories to tell have little experience and understanding of how to present information.

If GAP #1 is beneath the radar screen of senior management, someone needs to help them “get” that the necessary cultural shift for any change initiative does not come from good—even great—results alone. In my earlier anecdote, my client was keenly aware of this gap, but I doubt he is in a vast majority. Fixes for GAP #2 can take many flavours from the school of hard knocks (forced experience?) to random pop quizzes on Mr. Spence’s list (forced understanding?).

The most effective means for unlocking the potential in these communication opportunities will do two things: (1) involve those at senior levels of the organization, and (2) will provide the required resources for the “presenters” to succeed, namely time (to prepare and practice) and expertise (internal or external, to coach on delivery). This may require some financial resource outlay (investment), whose return will come in the form of a steak that brings adequate sizzles.

This originally appeared in the July 2008 e-Newsletter for the Canadian Supply Chain Sector Council

(www.supplychaincanada.org).