DCA Managing The C-suite Through Change

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DCA Managing The C-suite Through Change

  1. 1. Managing The C-suite Through Change By Dean Crutchfield Associates Dean Crutchfield Associates
  2. 2. What Else Can Be Done ToManage People Through Change? Dean Crutchfield Associates
  3. 3. Back To BasicsHow do we get out of our own way and stay alive in the fast lane ofchange while recognizing that brand building and marketing in theage of “They” is not what it used to be.Perhaps most importantly, these are stories of changing a corporateculture to allow all of the change to happen. Customers andemployees have more information and more choice, therefore… Dean  Crutchfield  Associates    
  4. 4. Back To Basics What strategies work when ownership of your brand is in the public domain? How do you make people inside your business and out bond with your brand change? How can you win or retain customers, drive sales or build your brand online? What are the issues and alternatives team members and executives need to be enticed to consider in order to grow the brand and their businesses in the ‘new’ normal of orchestrated media? How?Dean  Crutchfield  Associates    
  5. 5. Back To Basics These require a narrative that are made successful by building stories round careful planning, open source thinking, nontraditional marketing and getting breathlessly close to your customer/team/executive. In addition talking about their successes and the risks along with opportunities to pursue the key ambition of their assigned business as well as for the (master) brand.Dean  Crutchfield  Associates    
  6. 6. Professionals Focus On Strategy Leaders Focus On Logistics Dean Crutchfield Associates
  7. 7. Leadership: You’ve got to be inthe team to lead the teamRespect is earned: Do not underestimateyour influence in the organization.Demand respect for your self for it’s notabout being liked, it’s about being respected,trusted and then liked.Don’t be left in the dark, request feedback,direction and always more training. Whenexecs give you respect this filters down.Provide a solution when posing a question:never ask a question without providing asolution making your self more valuable.Work with the team/executives to prioritizetasks - enlightens them to your workload.Create a manual of good practice so if awayfor any unexpected reason, anyone can pickup the baton immediately.
  8. 8. Leadership: You’ve got to be in the team to lead the team Know your people: There are four types: ‘Amiables’ are typically friendly, but don’t like to be rushed and tend to butt heads with ‘Drivers’ who accelerate change and are quick and feisty whereas ‘Analysts’ analyze everything and want data and get wound up by ‘Expressives’ who are very upfront and excited about new things, but often don’t back it up.Dean  Crutchfield  Associates    
  9. 9. Leadership: You’ve got to be in the team to lead the team New members to the team must adapt quickly: Your role is to lead and make change a success to grow the business, not support other people utilizing you/team as an easy fix. Encourage those asking to think about it and find the answers themselves with good direction. Build their confidence so they can determine their own solutions “encourage me and I will always remember you.”Dean  Crutchfield  Associates    
  10. 10. Leadership: You’ve first got tobe in the team to lead theteamMultimedia expertise: Don’t be shy -be the “one minute expert” onMicrosoft, social media and/or have‘friends’ in IT (invite them to one ofyour sessions) who give you priority.Above all else, ask for training (andfor the team).Supporting multiple executives anddepartments requires shuttlediplomacy. This can be extremely timeconsuming and political.Communicate clearly that you’reworking on “landing a large aircraft”after you’ve responded with “Thatdepends….”
  11. 11. It’s Program Management That Makes Change A Success! Dean Crutchfield Associates
  12. 12. Schedule: key to the kingdomJoin all staff meetings for better comms.Initiate integrating all EAs into teammeetings on a regular basis.It’s incredibly helpful to attend staffmeetings for insight into team/executives’work-flow, priorities and broader range ofknowledge of what’s really going on.Walk with executives between buildings/meetings, so you can ask questions andtell them what they need to know.Peer groups provide opportunities forknowledge exchange: set up anappropriate peer group every two weeksto gather advice and share best practicesand discuss the current issues. If hard toorganize, set up conference calls. Invitean executive to come and talk about newinitiatives the company is undergoing.
  13. 13. Schedule: key to the kingdomCalendar management is King. This is themost important thing a busy team/executive needs personally: timemanagement, calendar management andkeeping that crisp during the duration ofthe program running.Working virtually: organize one hourexecutive team calls on the last Monday ofeach month that is on everyones’calendar – everyone knows what thecritical issues are a head of time.Organize a CEO webcast quarterly andinvolve all. That way, everybody knowswhat’s going on and you’re in charge.Schedule online “chatting” with yourexecutives if they’re flight is wireless.Build 10% downtime in the teamsschedule. When in need call their cell –it’s a number only a few have access.
  14. 14. Tell Me, Tell Me What You Told Me, And Tell Me Again Dean Crutchfield Associates
  15. 15. Email: the e stands for‘eternal’ mailBegin the practice of an “end-of-day”email. Team gets their answers anddoesn’t get bogged down withemails/calls from you during the day.Train your team/executives, e.g., anemail that has “Etc.” in the subjectline is a priority.Clear subject lines for emails, e.g.,“Four Questions” so when mobile, theexec knows exactly how manyquestions you have and the numberof responses required.Compile a ‘Top 5’ email ever day toyour team/executives. They couldeven be personal, e.g., anniversaries,– what’s important to them (not you).
  16. 16. LET’SGROW Dean Crutchfield Associates
  17. 17. Our Mission Achieving growth For ambitious leaders who are driven to grow fast Creating new business Orchestrating and activating accelerated outreach programs Building efficiencies Rapidly sourcing the best talent for the business   Improving margins Rallying teams behind the brand and go-to-market strategy Boosting win rates Delivering your best case and winning face forward    Dean Crutchfield Associates
  18. 18. Contact: Dean@deancrutchfield.com +1 917 239 3303333 East 34th Street, Ste 15A/B, New York, NY 10016 Dean Crutchfield Associates
  19. 19. Dean Crutchfield Associates Growth Advisors Dean Crutchfield Associates

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