Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
An inconvenient truth!
Results. Nothing less.
x
We have 25+ years of
hard-won experience in
program delivery and
rescue.
Our experts specialise in the IT,
Telecoms, and M...
Most senior managers know how to
plan business-critical programs – but
have difficulty when it comes to
closing the gap be...
Most change initiatives are launched
with a PowerPoint presentation.
Questions either skirt around the
issues – or aren’t ...
As a result, people ask safely
manicured questions.
The really crunchy worries and fears are often
driven underground – on...
There are 4 common
ways people undermine
change programs.
1. Fear Mongering
Fear mongering is designed to raise
anxieties to extreme levels.
Any thoughtful assessment of a proposal...
2. Death by delay
Discussions and intervals between
meetings are so drawn out, buy-in can’t be
achieved by a critical dead...
With delaying tactics, attention can be
diverted to some other pressing issue.
Building momentum toward buy-in slows to
wh...
3. Confusion
It’s possible to kill ideas simply by polluting
conversations.
Adding “beside-the-point" facts and
convoluted...
Some people are skilled at drawing others
into discussions that are so complicated – that
any reasonable person would simp...
4. Ridicule
Occasionally, verbal darts don’t shoot at the
idea – but at the people behind the idea.
Watch out for condesce...
Strong buy-in is rarely achieved if people
feel uneasy about those behind the
transformation strategy proposal.
But the "r...
What can be done?
If you find yourself in this position,
there are 3 simple, rational guidelines
to keep in mind:
1. Never attempt to defeat irrationality
with rationality.
It only makes you frustrated and the other
person defensive. Yo...
2. Focus on discovering and understanding
the other person’s rationale.
If your antagonist is driven by unconscious
motiva...
3. Never underestimate the potential in
employee engagement.
Disengaged staff grind down the spirits of
other colleagues.
...
Many transformational changes are
inflicted on people. They are told that
some awful crisis is on the way and what
is expe...
Managing teams would be a lot easier
if there weren’t any people involved,
right?
But it wouldn’t be
early as interesting.
Mentor has a proven approach that ensures
you succeed with your toughest execution
challenges.
Our direct, gritty, truth-t...
Upcoming SlideShare
Loading in …5
×

Program execution: an inconvenient truth!

706 views

Published on

Mentor reveals four key strategies that people use to undermine change programs, and what executives should keep in mind when facing resistance.

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Program execution: an inconvenient truth!

  1. 1. An inconvenient truth! Results. Nothing less. x
  2. 2. We have 25+ years of hard-won experience in program delivery and rescue. Our experts specialise in the IT, Telecoms, and Media industries. We are trusted by global industry leaders, including Vodafone, BT, Sky, EE, Tele2, lastminute.com, Sony, Dell.
  3. 3. Most senior managers know how to plan business-critical programs – but have difficulty when it comes to closing the gap between “knowing” and "getting things done". So, what is going on?
  4. 4. Most change initiatives are launched with a PowerPoint presentation. Questions either skirt around the issues – or aren’t asked at all. After all, who wants to tell their boss that they don’t think his idea is sensible?
  5. 5. As a result, people ask safely manicured questions. The really crunchy worries and fears are often driven underground – only discussed in hushed tones in hallways and during fag breaks. As a result, passive resistance starts building.
  6. 6. There are 4 common ways people undermine change programs.
  7. 7. 1. Fear Mongering Fear mongering is designed to raise anxieties to extreme levels. Any thoughtful assessment of a proposal becomes either difficult, or impossible. Patterns usually start with an “undeniable” fact, followed by a tale of frightening consequences that pushes almost everyone’s buttons.
  8. 8. 2. Death by delay Discussions and intervals between meetings are so drawn out, buy-in can’t be achieved by a critical deadline. Death by delay is very powerful and easy to set up.
  9. 9. With delaying tactics, attention can be diverted to some other pressing issue. Building momentum toward buy-in slows to where it can’t be recovered. Death by delay is an easily available weapon, simple to use and very dangerous.
  10. 10. 3. Confusion It’s possible to kill ideas simply by polluting conversations. Adding “beside-the-point" facts and convoluted logic makes intelligent dialogue out of the question. ?
  11. 11. Some people are skilled at drawing others into discussions that are so complicated – that any reasonable person would simply surrender and walk away. Even the simplest plans can be pulled into a maze of complexity where anyone can get lost.
  12. 12. 4. Ridicule Occasionally, verbal darts don’t shoot at the idea – but at the people behind the idea. Watch out for condescending looks, seemingly innocent questions, bogus concerns about competence and character.
  13. 13. Strong buy-in is rarely achieved if people feel uneasy about those behind the transformation strategy proposal. But the "ridicule tactic” is high risk – and used far less than other tactics. Mostly because it can backfire painfully on the attacker.
  14. 14. What can be done? If you find yourself in this position, there are 3 simple, rational guidelines to keep in mind:
  15. 15. 1. Never attempt to defeat irrationality with rationality. It only makes you frustrated and the other person defensive. You won’t make headway unless you understand the deep-seated motivation driving the other person. No matter how many well-constructed arguments you offer. vs
  16. 16. 2. Focus on discovering and understanding the other person’s rationale. If your antagonist is driven by unconscious motivations, you need to figure them out. You won’t break through until you understand where resistance to logic comes from. Pull the curtain back, and look at the "questions that haven’t been raised".
  17. 17. 3. Never underestimate the potential in employee engagement. Disengaged staff grind down the spirits of other colleagues. How can you get things back on track? It all starts with individual managers.
  18. 18. Many transformational changes are inflicted on people. They are told that some awful crisis is on the way and what is expected of them. So, get ahead of the game. Test your effectiveness by generating more constructive actions that involve your staff.
  19. 19. Managing teams would be a lot easier if there weren’t any people involved, right? But it wouldn’t be early as interesting.
  20. 20. Mentor has a proven approach that ensures you succeed with your toughest execution challenges. Our direct, gritty, truth-telling approach helps companies deliver their toughest execution challenges. We’ve seen it all – everything from helping greenfield startups launch, to working with large global companies delivering business-critical programs worth hundreds of millions of pounds. Visit mentoreurope.com to find out how we get results.

×