5 steps to shift your people to new priorities
A client got in touch recently because urgent new priorities have emerged for his organization. He values their employees, and appreciates the fact that they are managing ongoing stress from the pandemic and related business challenges.
We discussed how he can lead a shift to new priorities while supporting healthy work dynamics for all employees, whether they’re working at the office or virtually. I helped him plan this shift in five practical steps:
1) Clarify the new priorities. Under pressure, it’s easy to run ahead and leave people behind. Take your team along with you by dedicating time both in person and virtually to discuss new priorities along with all points of accountability. Your new strategy, services or operational plan may state a goal, but does everyone understand what that will look like? On your team, does everyone know about and understand those priorities, and understand how their work will contribute to it? Not only will their perspectives contribute to a full picture of the situation, but taking time to explain and welcome questions will provide a much-needed sense of certainty and relational connectedness. Providing these factors is proven to reduce anxiety and lead to better decisions.
2) Map the necessary change. A key function of leadership is to articulate a future vision, so embrace this responsibility. Ask the questions: where do we need to be six months from now? How will we know we've arrived? Map out new priorities, identify any gaps in resources required, any resources that can be re-utilized, and new skills or capacity needed. It’s a truism that if everything is a priority, nothing is. To shift focus, ask what people can stop doing, which is just as important as deciding what they will start to do. This question demonstrates awareness of the real-life implications of changes. Neuroscience research indicates that when a work environment demonstrates fairness, the result is reduced stress levels.
3) Introduce changes with awareness of organizational culture. When you feel pressure to move quickly, bear in mind the saying “culture eats strategy for breakfast.” If culture dynamics aren’t factored into your planning, they can undermine your efforts. For example, if your new deliverables require inter-organizational innovation but supervisors value their autonomy and reward avoidance of risk, there’s a mismatch between your culture and your new strategy. In this situation, a key part of your leadership will require shifting cultural norms so that your people can successfully execute the new strategy. When we’re immersed in organizational culture, we are unaware of our blind spots, and an external consultant can assess and recommend ways to align culture and strategy.
4) Involve your managers in discussions about change and redesign. The principle “nothing about me without me” is key to keeping people committed through times of change. All leaders benefit by remembering that people own what they help create. To ensure equity for virtual or hybrid workers, be proactive to engage them and listen. Their perspectives will inform your planning while you demonstrate respect for their knowledge and ideas, strengthening authentic connection.
5) Inform yourself, and then trust your instincts. The refocus of priorities may require tough decisions, and that’s part of leadership. When the pressure is on you, don’t let yourself skip steps. Insist on objective analysis of options, gain awareness of blind spots or bias through expert advice, consult with all who will be impacted, and then trust your informed instincts to make decisions.
Leading a shift to new priorities often happens under pressure. My client realized that pausing to plan this shift thoughtfully will allow him both to achieve the required business results and to support the well-being of the employees expected to deliver on them. In my opinion, it’s his commitment to both, especially when under pressure, that makes him truly effective as a leader.