“I’m responsible for Strategy.” said Mike Payne, General Manager – Strategy & Portfolio with Shell Gas & Power, while on a Continental flight from Houston, Texas to Seattle, Washington. We just finished introducing ourselves and had an interesting discussion about organizational strategy, employee loyalty and corporate cultures and how they positively or negatively affect organization performance, particularly during these white water times. The whole concept of corporate strategy, its development and implementation have always fascinated me. Having led and facilitated strategic change both in organizations in executive roles and as an executive coach/consultant, I’ve always believed that strategy development, which of course is critical, is really where “the rubber hits the sky.” Strategy implementation on the other hand is where “the rubber hits the road”! The latter is where real management change takes place. I’ll come back to this shortly.

Strategy development is critical, but my experience and observation is that most senior leaders would simply rather chew through their left arm than spend the usual inordinate amounts of time working through a long laborious strategic management process facilitated by high priced consulting firms over many months (even years). The end result is a strategic document so massive that one could hit a moose between the eyes with it and drop him right on the spot. Typically, along with the other ‘pressing demands’ that await them back at the ranch, the participants never truly want to revisit these documents no matter how well initially intentioned.

So what’s the alternative? Most will agree that organizations have to have a clear vision and supportive strategy! In these turbulent times being faced with imperfect organization systems, people and the world around us, there are truly no right answers. But there is a way to accelerate the development of powerful strategy with the foregoing imperfections. By utilizing full involvement of the whole organization from top to bottom you will be able to maximize understanding, ownership, commitment of the people that have to make it happen (not the executive) and quickly increase the probability of the organization’s strategic advantage and success.

This means moving forward in a way that fully involves the organization’s people while driving up the collective dissatisfaction of all involved with the organization’s current state of affairs and producing substantive clarity around what improvement would look like. Collectively determine the first steps toward moving quickly and powerfully forward on that vision and clarify the capabilities that need to be developed to accelerate the changes needing to take place rapidly thus resulting in the organization overpowering the ever present inertia that resists any planned change.

Now that your organization has a quick and well developed strategy it’s ready to move forward! Whoa Nellie, not so fast. Remember that inertia piece previously referred to. Well it has been temporarily disabled and if you don’t exploit it quickly it will solidly re-establish its dysfunctional presence. You must start to quickly redesign your organization to assure you successfully achieve your organization’s new dream: the strategic plan. The focus now is on redesigning and changing your organization in ways that will enable it to quickly realize the new strategy. This requires you to revisit your organization’s current structure, systems, staffing, competencies, leadership style and the way we do things around here (often referred to as your organization’s culture, those principles that guide how people are expected to work with each other and the organization’s customers/clients).

These key areas must be revisited and fundamentally changed creating full alignment with and producing the strategic results planned for. Otherwise, as Edward Deming put it, every system is perfectly designed for the results it produces! So if you want different results, i.e. achieving the organization’s new strategy, then by definition you must change each of the foregoing components of your organization or it will simply continue to create the results produced to date and perhaps further deterioration of same. Oh, the dangers of being an executive in this day and age! No wonder these positions are affectionately known as ulcer jobs!

Here’s a small insight, the most important aspect of the foregoing is not the strategic planning, strategic management and change in management processes, but rather having the ‘leadership cajones’, courage and confidence to make it all happen! This requires a very unique leader and these are truly a very rare breed, thus being paid the big bucks as they say. However, if the desire is squarely there, then surrounding oneself with the right team who first prepare to invest in themselves working from the inside out, rather than the outside in (i.e. strategic planning, management and change) then you have a fighting chance of success.

This is really all about the CEO and his/her team being different individually and as an executive leadership team as opposed to simply doing things differently. Otherwise, as was previously inferred, the probably of bringing about needed change will be minimal. If anything it will probably become worse. Being different at both the individual and leadership team levels necessitates having the courage to work with highly seasoned executive coaches, being ready to engage in quick and powerful diagnostics, and preparing to first make the personal changes necessary to assure that the new strategy truly sticks to the wall and doesn’t just slide away. Otherwise the whole strategic management process will be an enormous waste of time, money and organizational energy. And if this is the case, it will clearly contribute to executive candidacies for transfer outside the organization!

What feelings surface for you on this subject? What to you think about it? What is it that you want to do with the information? I’m most interested in hearing from you: the good, the bad and the ugly!

“Those guys just don’t get it!”, “I’m thinking of going elsewhere given the new assignment they’ve forced me to take!”, or “This place is a zoo and no one knows which way is up or down!”. Often when engaged in coaching these and a myriad of other perspectives get voiced loudly and clearly. Although many of these clients don’t know it, being ‘stuck’ in a particular perspective or point of view is more common than not. They’re simply stuck because of his/her not being able to see ‘the blinding glimpse of the obvious’. With commitment from the client to ‘want to break through this’ (usually because of the associated pain and discomfort) and powerful coaching they typically make strong breakthroughs quickly and effectively.

So how’s this done? It’s simply a matter of coaching the client to step back and begin looking at the same situation but from different perspectives. Reviewing and clarifying these perspectives, and then making a choice that is ‘integrative’, that is taking in the needs of those significant other stakeholders and his/her own needs, creates a ‘win-win’ resolution and then ‘makes it happen’ as Kathy Dannemiller and Jake Jacobs would put it. Easier said than done, but then that is where a highly experienced senior executive coach comes in, particularly for senior executives, individual contributors and hi-potentials constantly wrestling with those organizational concerns where there is never a ‘right answer’.

A universal phenomenon that exists for us all is that we’re always in choice no matter the circumstances that face us. We’re in choice in the morning when we wake up. “What will I wear?”, “What will I have for breakfast?”, “How will I get to work?”, “Do I want to go to work?”, “How do I want to feel right now, today, tomorrow?”, “What attitude do I want to take toward my organization, boss, peers, sub ordinates, team members, customers/clients, family members, etc.?” The list is simply never-ending.

Another universal phenomenon (oh, they’re limitless), is that for every choice there is a consequence . . . good, bad or ugly! That is why knowing this information is key to our true success and fulfillment as children, parents, team members, employees, leaders and community members. Always consider your thoughts, wants and feelings (in equal amounts) before choosing. If the results impact others, always share with them what the foregoing are for you, and then also ask them what they think, want and feel about the same issue and use this collective information to make choices that satisfy.

Heck, even our dogs are in choice. Say that again! OUR DOGS ARE ALSO ALWAYS IN CHOICE! Let me give you a for example. In June of 2008 we adopted two new rescue Brittany Spaniels through the American Brittany Rescue Association. I drove Skya in from Nebraska, and drove Woody from Montana. Both were to replace two rescue Brittany’s who had passed away from old age a few months prior. Back to being in choice. Skya had been picked up off the street and was about to be euthanized in a Kill Shelter. Fortunately, someone stepped in at the last minute who rescued her turning her over to the American Brittany Rescue Association, and we picked her up a month later. In the interim, in that she came off the street and no one knew her real name, she ended up being called Sidney.

Of course, when I picked her up she did not respond to her assigned name. So on the drive back to Vancouver, BC from Nebraska I called Bev, my wife and fearless CEO of RWBA, and asked that she set up a meeting with Jerry Wong, a well known human and animal psychic. Jerry had worked very closely with Beau, our previous male Brittany who had passed away of cancer. The objective: have Jerry connect with Sidney.

Well to make a long story short, he did it. Initially, after some preliminary work with her he was not able to get a specific name from her. He worked hard at connecting, but to no avail. Then Bev said, “Why don’t you ask her what she wants to be called?” so Jerry went back to work with her. He simply put her in choice! She responded by showing Jerry a huge night sky with a plethora of stars throughout. Bev and I immediately shouted out the obvious: “Star! “ Jerry asked her and she communicated no. You’ve no doubt already guessed that she had chosen and communicated through images to Jerry that her name is Skya! When this was actually said out loud she immediately reacted by jumping up excitedly and running around our family room. I’m getting ‘verpluncked’ just sharing this with you. Yes, even our sweet Skya was and is always in choice. Thank you Jerry for coaching our little gal!

So there you have it, we, all of use, are always in choice! So what was the blinding glimpse of the obvious for you, your team and your organization in the above? I would love to hear your thoughts and gain your perspective. Thank you for taking the time to read this.

I’m quite excited to share a recent newletter created by Jake Jacobs, a global leader in the field of organization development, specifically in the area of large-scale, real-time system change. It’s a pleasure to share with you his comments on ‘Collaborating to Create More Value: Leadership Coaching and Large Scale Change’. Enjoy!

“Given my focus on collaboration, I wanted to share with you one way in which my clients and I have benefited from partnering with others. I have known Bob Benwick for 15 years. We first worked together on a Real Time Strategic Change effort at a bank where he was the senior HR executive. Now he and his wife Bev have a global corporate coaching practice based out of Vancouver.

I recently had the opportunity to sit down with Bob and Bev to talk about synergies between their coaching practice and my large-scale change work.  Bob, Bev and I share the same goal: people and organizations achieving their full potential. The difference is in how we do it.  Bob and Bev (and other coaches) focus on individual leaders’ development. I (and other large-scale change consultants) focus on the overall organization’s development. When we partner, our clients get the best of both worlds.

Bob explains, “I had exposure to the RTSC approach many years ago. It helps businesses that need to turn on a dime (competitively) like the bank I worked at. It is absolutely crystal clear to me how much coaching and large-scale change complement each other.”

Bev continues, “A goal of our coaching is for leaders to bring greater depth to their relationships. Organizations that use us a lot want to make big changes and make them fast. We often get asked to help leaders work together across departments.”

It’s tough to tell whether Bev is talking about her coaching practice or my large-scale change work.

Bob adds, “We contract with leaders for a minimum of six months. There has to be serious commitment or it won’t work. Leaders (and all of us) have taken years to develop our current habits. It will take time to change them. The more people change, the easier and faster it is for the system they work in to change.”

My take on Bob’s comment: the more the system changes, the easier and faster it is for the people in it to change.

Putting leadership coaching and large-scale change together is a “win-win-win.” Leaders can make big changes happen faster – and sustain them over time. And we do a better job for them than either of us could do  alone. “

Jake Jacobs is co-founder and partner of Winds of Change Group — a consulting firm specializing in fast and lasting change.

What are your feelings about change and coaching? What intrigues you the most about Jake’s comments?  What are the possibilities?