by Mike Osredker

Many forums I attend feature an opportunity to get to know experts in their particular field… and around the Washington, D.C., area you can bet that you will meet lots of people who characterize their business as “IT or IT support.” Information technology support spans a wide array of products, services, consulting and projects; and, it is typically focused on a technical solution that has great promise for the organization in which the implementation is taking place. Many times, however, a key ingredient to a successful implementation gets short shrift or is forgotten completely in the process.

One memorable comment came from the CEO of a mid-size IT consultancy over lunch a few weeks ago. He said, “I know we have the right technical solution and the right resources on the project, but we can’t get the people to cooperate.” Everyone welcomes change, right? Ok, you first!

Managing change, proactively and to a sustainable level, is a challenge to any enterprise or government entity. Keep in mind the importance of integrating the technical solution into current work processes and making the adjustments stick through an orderly, reinforced, consistent communication process with those involved. On the front end, create a road map to success, analyze potential risks, and give substantial weight to the human element. Execute the project, measuring the technical elements and the progress with the team. Remember, what gets measured, gets accomplished.

Completing the project is an important milestone. Sustaining the change elements requires follow up. What lessons were learned during the project? Keep monitoring performance, adjust as necessary to be sure you’re measuring the right elements, and keep those lines of communication open in both directions. Successful change management is the hallmark of industry leaders, creates a competitive edge, and prepares your team for what’s next… more change!

Want to see how we think about change? Click here.

by Lorin Walker, MOB, PhD

So, what is this leadership coaching…?

A little while ago I was having dinner with a friend. He asked about my current work at the company I was consulting to. I said “leadership coaching”. He said

“Coach me”. He is a leader of no small accomplishment. I had little context for his current leadership situation/challenges, and did not want to pepper him with my “consultant questions”. So I demurred and we discussed other subjects.

Coaching at 28,000 feet

But at 28,000 feet, flying home, I began to think – could I give a generic 28,000 feet leadership coaching overview to anyone, sans context, sans motive, sans everything? I came up with the following list that leaders could usefully apply to themselves and their situations, so here it is:

1. Make everyone an insider
2. Ask for what you want
3. Be lavish with credit; stingy with blame
4. Praise in public; criticize in private
5. Hire slowly; fire quickly
6. Don’t carry people for too long
7. Do not excuse yourself because of the weakness of others
8. Always have a plan
9. Hold your friends close; hold your enemies closer
10. Remember – a non-result with a good excuse does not equal a result
11. Make at least one unreasonable request a week
12. What you measure grows; what you ignore shrinks – usually
13. Say often – “I need your help”; ask often “What do you think”?
14. Tell people three things – what you want them to do, how to do it, and how they are doing
15. Do not ask anyone to do anything that you are not willing to do yourself. All of these merit more explanation. Many have an interesting history. Many are grounded in deep (painful?) experience. But this will do for now.

Putting it into practice

A list is of no use unless used. How about picking one of the above and putting it into practice? A police sergeant I know, who supervises an elite team of 5, has posted my list on his wall and has 2 favorites he is currently applying. Or better yet, write your own leadership coaching list. You will be surprised how it energizes and focuses your thinking!

VIENNA, Va., November 3 - Mike Osredker, Tercon Consulting’s Director, Business Development and Global Marketing, has been named Chair of The American Small Business Coalition’s (The ASBC) 2009/2010 Executive Committee. Read more »