Strategic Change Management and the Importance of the First Five Percent

In my other blog I mentioned the “First Five Percent. That’s my approach to strategic change management that says the quality of the first five percent determines what happens in the rest of the process.

I was in Los Angeles last week, working with a large association, on a strategic plan for their organization. It was the beginning of a year-long process to create a high-performing organization. A definite procedure of the First Five Percent is to enlist as many individual feasible from the very start.. You never can tell who has the great ideas. Bringing many participants as early as possible, the faster you can get excellent minds and the undescovered talents..

There were 300 board members, chapter leaders, and local officers in the room. The agenda was flexible. I was prepared to go in different directions, depending on the first exercise, to assure high levels of participation. The first question I asked was: “Think about two years down the road and where you want the association to be. Present to me definite results you want and your yardstick of achievement..

They worked on this question for 60 minutes and wrote down their responses on flip chart paper. Each team made a presentation afterwards.. Then I asked: “What did you hear your selves say? Was there an accord?

Everyone called out what they heard. “Recruit more members.” “Fill our vacancies,” “Make a new product..”Their juices were flowing.”

“What is the yardstick of success.”?I enquired. They shouted out what they’d heard. I lised 4 exact measures of success. I enquired if everyone was agreable.. Everyone raised their hands.

They left for a quick lunch break. I planned my next step, while the room was silent.. I examined all their briefs, and concluded all I have to do is to take advantge of their drive.. I listed 12 goals on flip chart paper. The aims touched on subjects in relation to “recruit more members” or ” escalate our presence in the political arena..â I posted these goals on the walls of the room. When they came back from lunch, I said: âTake a look around the room. These are yur targets. Find a goal you feel passionate about. Follow your goal. For those of you who are passionate about some other goal, there are blank pieces of paper.â

The group divided itself into teams around each goal. I told each team to come up master plan for each goal and then make a presentation.. During the presentations, I noted vital concerns that required resolution and opened brainstorming for each one.. When people got on a tangent, I used the two-minute rule (“Anything important can be said in two minutes”) to steer the conversation back in the right direction. We wrapped it up at 4 p.m.

I asked them to explain what they liked about the meeting. ” I was thrilled,” sombody said.. “Good ideas,” Many people commented. “Your guidance,” someone said. “The two minute rule!” ” a few shouted. “We are delighted to be making our organization,” a woman exclaimed..

“And what would you like to change?” I enquired.

So we have to go away!” a man shouted. Everyone laughed.

Next blog article: Our Change Management Model

About the Author: Eric Douglas is LRI’s senior executive business consultant with expertise change management, leadership development, and strategic planning. His latest leadership book is called Leading at Light Speed.