Sense of Urgency


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Sense of Urgency

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Sense of Urgency

  1. 1. A Sense of Urgency “A strong sense of urgency is moving from an essential element g in big change to an essential asset in general” Ayub Jake Salik BE, MBA 03/16/11
  2. 2. Road Map About the author and why did he wrote this book? What is urgency and why is it important? What is “Complacency” and is “false sense of urgency”? Increasing sense of urgency Tactics for increasing sense of urgency g g y How to sustain urgency? 2
  3. 3. Kotter & Why Did he Wrote This. Book? 3
  4. 4. Changing Business Environment? g g Change is shifting from episodic to continuous.  Globalization  Technology  International political turbulence  Mergers and acquisitions“With episodic change, the challenge of creating asufficient sense of urgency comes in occasional spurts. ff fWith continuous change, creating and sustaining asufficient sense of urgency are always a necessity.” g y y y “70 percent of change efforts fail” 4
  5. 5. What is Urgency? g Urgency means “of pressing importance”. People have a true sense or urgency when they think that action on critical issues is needed now and not eventually, when it fits easily into schedule.  Now means making real progress every single day.  Critically important means challenges that are central to success or survival, winning or losing.“A reason true sense of urgency is rare is that it is not anatural state of affairs It has to be created and recreated” affairs. 5
  6. 6. Some Facts About True Urgency? g Driven with a deep determination to win, not anxiety about losing. Not just frenetic activity. Not the product of historical successes or cu e t a u es, current failures, but the result o peop e who t e esu t of people o create and recreate a sense of urgency 6
  7. 7. Some Facts About True Urgency?  50 % of change effort fails in the first step of change – creating sense of urgency  Highly positive and highly focused force.“It is believed people cannot maintain a high sense ofurgency over a prolonged period of time without burnout.” time, burnout ” 7
  8. 8. Complacency p Complacency is “ a feeling of contentment or self satisfaction satisfaction, especially when coupled with an “Complacency unawareness of danger or trouble”. is almost always the product of  Feeling : Complacency is less a matter of success and conscious, conscious rational analysis than unconscious perceived emotion. success.”  Self: is S lf It i possible t see problems and b ibl to bl d be complacent because you do not feel that the problems require changes in your actions. 8
  9. 9. How To Indentify Complacency? p They never think they are complacent. Content ith th t t C t t with the status quo; irrationally afraid of th i ti ll f id f the personal consequences of change. Do not alertly look for new opportunities or hazards facing their organization. They do what has worked for them in the past. Who can be complacent? p You, me, any one! 9
  10. 10. Sources Of Complacency? p The absence of a major and visible crisis. Too many visible resources without clarity of the validity and continuation of such resources. Low overall performance standards. Organizational structures that focus employees on narrow functional goals, with little involvement and clarity on the larger, more strategic picture. Internal measurement systems that focus on the wrong performance indexes- no external f f i d l focus. 10
  11. 11. Sources Of Complacency? p A lack of sufficient performance feedback from external sources . A kill the messenger of bad news low candor low kill-the-messenger-of-bad-news, candor, confrontation culture. Human nature, with its capacity for denial, especially if people are already busy or stressed. Too much “happy talk” from senior management. 11
  12. 12. False Sense Of Urgency g Result of failures or some form of intense pressure that is put on a group. group Do not think that all is well; they think the situation they are in is a mess. ess Tend to be very anxious, angry, frustrated and tired. Behave in ways that can easily be mistaken for people with a real sense of urgency because they are very active.  But the action is much more activity than productivity. Who can have a false sense of urgency? You, me, You me anyone! 12
  13. 13. Sources Of False Urgency? g Frenetic activity. Meetings after meeting. Projects tend to geometrically grow without clarity. Overwhelm and/or apathy is a common response to new organizational goals. High stress levels - bursts of frustration or anger anger. Internal focus on work to be done. 13
  14. 14. Does This Sound Familiar ? Consultants dealing with all the critical issues No time for important initiatives No one want to confront the bureaucracy y Non decisive and excessive meetings No one taking responsibility – blame game g p y g Failures discussed not to learn but to stall new initiatives. These are Signs of “No Urgency” g g y 14
  15. 15. Increasing True Urgency g g“Great leaders win over the hearts and minds of others”Aim for the heart & mind “The winning strategy combines an analytically sound, ambitious, sound ambitious but logical goals with methods that help people experience those goals as exciting, meaningful and uplifting.” g g p g 15
  16. 16. Increasing True Urgency g gTactics that aim for the heart, and successfully increase urgency, have 5 characteristics: g y,1. Thoughtfully created human experiences.2. Not only told, but shown.3. Designed to make change-weary, cynical people believe that a crisis might be a blessing in disguise disguise.4. Don’t need to be explicit.5. Almost inevitably raise our sights to emotionally embrace goals beyond status quo and coping with a difficult situation. 16
  17. 17. Tactic One: Bring Outside In g Recognize the pervasive problem of internal focus.  Past successes. Listen to customer-interfacing employees.  Faith in them.  Treat them with respect.  Asking q estions and listening closel to ans ers and questions closely answers never giving up. 17
  18. 18. Tactic One: Bring Outside In g Use video as an urgency-increasing mechanism.  Angry customer video Don’t always shield people from troubling data Redecorate Send people out. Bring people in 18
  19. 19. Tactic One: Bring Outside In g Bring “data” in, but in the right way.  “Clipping service” sending relevant information in decent volumes in the most interesting manner to as many people as possible possible. Watch out that you don’t create a false sense of don t urgency. 19
  20. 20. Tactic Two: Behave With Urgency gEvery Day Purge and delegate  Stop overcrowded appointments, which make impossible to behave with urgency  Purge low priority items  Cancel distraction projects  Delegate, delegate’ delegate Move with speed  Use freed time to respond to high priority issues  Never end meetings without proper clarity 20
  21. 21. Tactic Two: Behave With Urgency gEvery Day “Urgency Speak with passion begets g urgency.”  Relentlessly talk about need to behave urgently  Talk with feeling and passion  Make the feelings infective. Match words and deeds  Don’t just talk about external world, look it constantly  Don’t just talk about exploiting opportunities , do it always Be visibly urgent  Do everything as visibly as possible. Let them see the sense of urgency g y 21
  22. 22. Tactic Three: Find The Opportunity ppIn Crises. Avoid the following mistakes:  Assume that the crises will inevitably create a sense of urgency to perform better.  Going over the line with a strategy that creates an angry backlash because people feel manipulated.  Passively sitting and waiting for a crisis which may never come; act with urgency every day.  Underestimating what the people who would avoid crises at all costs correctly appreciate: that crises can bring disaster. 22
  23. 23. Tactic Four: Deal With Nonos“ NoNos are highly skilled urgency killers. If they can’t do that, they create anxiety or anger and the flurry of , y y g y useless activity associated with a false sense of urgency”What can be done with NoNos: Distract the NoNos. Immobilize them with social pressures. p Get rid of them. 23
  24. 24. How To Sustain Urgency? g Keep urgency up after short term success  “Make s re s ccess does not undermine urgency and allow the sure success ndermine rgenc allo powerful wind of tradition to pull new behavior back to historical norms.” Be aware of tools available to stop urgency drop and use the right tool for the right situation. Drive urgency into the culture  “With a culture of urgency, people deeply value the capacity to grab new opportunities, avoid new hazards. And continually b t iti id h d A d ti ll find ways to win.” “If urgency drops sufficiently and momentum is lost , pushing complacency away the second time can be much more difficult than first time.” 24
  25. 25. System View - Success & SOU
  26. 26. Wrap-up – Lets listen to Kotter 26
  27. 27. Rating 27
  28. 28. How Will You CreateA Sense Of Urgency? 28