Some technical advice from both the strategic realm, here: When making changes, define your end-state and test your current state against that.
Instead of focusing on all-the-things-that-aren’t-working, write down a statement which reflects your ideal end state. This makes it easy to find blockers and contributing factors. It allows for ongoing maintenance and improvement. It also allows for uncovering problems without creating blame. It allows for the creation of additional training, job aids, and assets.
When worded well, it creates a Vision others can rally around. When worded well, progress toward and realization of the goal can be tested or verified on multiple levels by asking, “Is this statement true today? Does our current state reflect this goal? Is this more true today than yesterday?” Even a low-tenure employee can answer these questions and provide useful, actionable data.
Here’s an example.
The Problem: Feedback gets lost in the chain of command.
Vision Statement: “When feedback is presented, it is easy to identify who needs to hear it”
Typically, lost feedback results in a pile of complaints. Leaders wonder why nobody ever speaks up. Employees wonder why leadership doesn’t ever listen. Managers don’t know how to deliver feedback. It’s a vicious cycle.
With a Vision Statement, managers and leaders can quickly identify what’s actually going on because they know what to look for. And insightful employees can help identify contributing factors or possible solutions.
This only works if you proactively work with your team, and plan to take aggressive action!
So go give it a try. Take a major concern in your business area. Define exactly what the ideal state should be; how it should work. Share that goal with everyone in the affected area – managers, direct reports, affiliated partners who may also be affected.