Longevity Website

I have written before about the First Five Percent. That’s my approach to strategic change management that says the quality of the first five percent determines what happens in the rest of the process.

I was in Los Angeles last week, working with a large association, on a strategic plan for their organization. It was the beginning the a process to create a high-performing organization in less than a year. A definite procedure of the First Five Percent is to enlist as many individual feasible from the very start.. You may never know who is holding a great idea. Bringing many participants as early as possible, the faster you can get excellent minds and the undescovered talents..

There were 300 people in the room, including local officers, chapter leaders, and board members. The program can be changed.. Depending on how the first exercise went, I was prepared to go in different directions to assure high levels of participation. The first question I posed was this: âThink about where you want the association to be in two years. Tell me the specific changes you want to see and your measures of success.

They worked on this question for 60 minutes and wrote down their responses on flip chart paper. Each team made a presentation afterwards.. Then I asked: “What did you hear your selves say? Did you have meting of minds?

Everyone called out what they heard. “Increase membership.” “Fill our vacancies,” “Organize a new commercial model.”Every one was animated.”

“How would you measure success”?I enquired. They shouted out what they’d heard. I listed four specific measures to rate success. I called upon the group if they are one in mind.. Everyone raised their hands.

They took a break for lunch. While the room was quiet, I thought about my next move. I examined all their briefs, and concluded all I have to do is to take advantge of their drive.. I indexed 12 goals in my catalogue. Each goal came from them, like âDouble our membershipâ or âIncrease our political clout.â I posted these goals on the walls of the room. When they came back from lunch, I said: âTake a look around the room. These are yur targets. Find the goal you feel most passionate for. Follow your goal. If you feel passionate about another goal not listed, there are blank pieces of paper.â

The group divided itself into teams around each goal. I required every group to execute a procedure for every goal to be followed by a demonstration.. During the presentations, I noted vital concerns that required resolution and opened brainstorming for each one.. If someone drifted off topic, I employed the two-minute rule (“Anything important can be said in two minutes”) and they got back on course. We wrapped it up at 4 p.m.

I asked people to share what they liked about the meeting. ” The atmosphere was envigorating.” one person commented.. “Great ideas,” Several people said. ” Your direction,” a personnel said. “The two minute rule!” ” many shouted. “We are delighted to be making our organization,” a woman exclaimed..

“And what is it you would like to change?” I asked.

“That we have to leave!” a man shouted. Everyone laughed.

Next blog article: Our Change Management Model

About the Author: Eric Douglas is LRI’s senior executive business consultant with expertise change management, leadership development, and strategic planning. His latest leadership book is called Leading at Light Speed.