Genysys Summit 2010 - Leadership Succession and Transformation
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The opening of the Genysys Summit, which described the overall client work of leadership transition as "Passing the Batons".
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Genysys Summit 2010 - Leadership Succession and Transformation
- 1. GENYSYS SUMMIT 2010 “ The future belongs to those who dare to envision the future, treat their vision as fact, and take responsibility for translating their vision into reality.” Ray Rood, Founder and CEO The Genysys Group
Editor's Notes
- Organizational Transformation is about first defining who you are and where you are (current reality), who and where you want to be, and then owning that (taking responsibility for translating it into reality) through planning and partnerships.
- KWC has a powerful vision, mission, and core values – Ray has been working with KWC to help them articulate and clarify who they are and where they are going and start facilitating the transformation – the succession to the next generation. Passing all the many batons that need to be passed. Katie has been working with Ed – helping him figure out how to pass his knowledge to the next generation. I have been working with Janie and Dan individually and collectively. As Ken/Ed are working to pass the batons – it only works inasmuchas the next generation of leaders- who have been chosen – they must choose to grab onto the batons and stick through what we have affectionately (and not so affectionately at times) called the Awkward Phase – when the baton is slipping – or feels like it is not really being handed over – everyone is in the passing lane (that’s the good thing) – but wondering at times who will make the first move.
- In some ways naming it helps – in other ways, it’s still disorienting to realize you’re in a business suit on a track and you’re not sure what you’re doing (pic) You feel like a young relayer at times, waiting for the baton to come to you before you start running (pic) Or constantly looking back to see if it is really getting passed and when it is coming (pic) As Janie and Dan are getting more proficient, they realize they are running ahead and trusting the baton will get passed if they do what KWC has tasked them to do (pic) I am on the side lines saying “he’s trying to pass this one – so grab on”, “you can do it”, “KWC needs you to take this one and the time is now”… They are yelling back at me, “are you nuts – his name is on the building – I’m not touching that one”
- And all of this is in the context of the stressful full days of work speeding by with the backdrop of an economic downturn. They can barely feel their feet under them some days.
- Org Transformation requires more than just one person passing leadership to another – it requires a critical mass of people taking on leadership – some of this passing of the batons are responsibilities and some of it needs to be passed from primary leaders and embedded into the fabric of the culture in order for it to live on… KWC has developed a Development Council to start taking on group leadership and identifying things that need to be embedded in the culture Brought it back to staff – updated, relevant – They had stuck with company through reduced hours and economy, mismatch reduction KWC – clarifying what is the culture – what they know of what they want – focus Ken’s desire to focus on what the desired culture was - as they pass the company to next generation – If you don’t know what your target is, you don’t know if you’re there –
- The energy to keep moving forward comes from alignment – alignment of what people are doing, who they are (what they value), including how they prefer to work, and the environment in which they are doing the work Economy – mismatch reduction, change I made my first connection with KWC by meeting with Janie and introducing the Genysys Results and Support Development process, in July of 2008