The CEO Saboteur | Who Amongst Us Is Causing Doom?
by Kent Billingsley, The Revenue Growth Company
Summary: It doesn't matter if the company is small, with a few people, or large with a thousand employees, there is always someone who is working for the "resistance".
Changing a company to higher levels of performance is extremely difficult. Achieving "next level sustainable performance transformation" is close to impossible. But it doesn't have to be. In many cases, to accelerate change and achieve success faster, all you have to do is find who is sabotaging the effort.
Here are the findings from experience leading over 1000 change and transformation projects starting 25 years ago. Ninety-nine percent of CEOs and leaders are not dealing with the resistance issues quickly and effectively. Many executives ignore this cancerous issue and yet shockingly still become frustrated with lack of immediate or final results.
For example, the majority of our clients want greater sales and growth results, yet many are stymied by their salespeople or sales manager - new or seasoned - who refuse to transform. If your business is in complex sales, your sales growth initiatives are dead before you start.
It doesn't matter if the company is small, with a few people, or large with a thousand employees. There is always someone who is working for the "resistance".
Identifying your "Saboteur" is sometimes more important than the initiative itself - or at least being successful with the project. Let me help you do that.
FINDING YOUR SABOTEUR
The "resistance" can come in many forms. Here are some examples:
- An individual - new employee or seasoned vet (a single employee can have a devastating effect on change - costing millions to tens of millions of dollars to a business)
- A whole team or department
- A board member
- An investor or an outside third party
- C-level leaders
See, just about anyone and everyone can be working to block the change effort. Sometimes these saboteurs are working for what they believe is best for the company, however most of the time they are working for what is best for them - it's self-serving.
WHAT TO DO WITH YOUR SABOTEUR
Once you identify the individual or individuals (could be more than one or in different departments), you are going to have to take action. That is the number one role of being a leader. Remember, leader's drive through adversity - managers don't.
Read more about Kent Billingsley at: revenuegrowthcompany.com
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