Complex organizational challenges cannot be understood through email or an RFP–they require discussion. Sometimes our discussion will illuminate critical facets of the problem that you hadn't prioritized. Other times, you'll already have a clear goal in mind, but will be uncertain of how you can achieve it. Maybe you have a relatively simple issue and I can provide some free advice.
Together, we will establish clear expectations about scope, timeframe and cost. Generally, I will provide you an initial assessment that reflects our early discussions, a preliminary scope of work that responds to that assessment and a price range. Once the assessment is further along, together we will either confirm or modify the scope of work and finalize the pricing. If your organizational processes require more specificity up front, or your circumstances demand more urgency, I am happy to accommodate that as well.
Whether you are dealing with a crisis or a longer term issue, effective interventions require
- An accurate analysis of the situation,
- Clear objectives,
- A realistic plan for achieving those objectives, and
- Key stakeholders buy-in.
My approaches are geared towards achieving all of these. Critical components include:
Getting to the root issues. My experience as a COO has taught me that the most pressing issues are often symptoms of deeper challenges. Of course, those symptoms may be urgent and need to be tackled immediately. But over the longer term, organizations benefit enormously when those deeper issues are addressed.
Understanding different viewpoints. Challenging problems are often rooted in clashing perceptions, expectations and approaches to communication. Often internal leaders are too enmeshed in the conflict or overly committed to their own perspective. Carefully listening to and engaging different viewpoints supports a stronger analysis, a more nuanced approach, and supports increased buy-in, while at the same time building credibility and stronger relationships.
Evaluate organizational capacity. A successful change process must be firmly rooted in reality—not what should be possible, but what is possible. Having assessed your capacity, we will develop reality-based approaches to get you where you need to go that take into account both strengths and weaknesses.
Implement. This is almost always the hard part. A strong plan, grounded in organizational realities, is a critical starting point. But it’s only a starting point. Whenever possible, I encourage incremental adjustments that can readily be digested over wholesale restructurings that carry unpredictable risks. Small successes build skills and confidence that make greater achievements possible.