Leading Change from the Middle: A Practical Guide to Building Extraordinary Capabilities

Back Cover

The purpose of this book about Leading at the Crossroads of Change is to provide a road map for midlevel leaders like you who are attempting to build extraordinary capabilities. During your journey trying to reach this desirable destination, you can increase the likelihood of arriving on time and within budget by following three particular routes: 1. Categorize stakeholders as superordinates, subordinates, customers , and complementors/blockers. 2. Apply specific CoSTS—communications, strategies, and tactics in the appropriate sequence—as appropriate for each stakeholder category. The groups of various CoSTS are referred to as Agree-in, Bee-in, Buy-in, and Allow-in. 3. Use general CoSTS to prevent stakeholders from becoming DEAF by avoiding disrespect, envy, anger, and fear, which can reduce the likelihood of building extraordinary capabilities. As this list makes clear, after stakeholders are categorized, apply Agree-in, Bee-in, Buy-in, and Allow-in—otherwise known as ABBA—in the appropriate sequence and timing and take steps to avoid DEAF. 123 How Can You Lead Change? SEVEN 2522-0-book Nickerson_nickerson 3/11/14 3:11 PM Page 123 Agree-in takes place first because it is best to gain agreement, commitment, and support from superordinates before a project begins to move ahead. Agree-in also is a matter of maintaining trust with superordinates, adjusting to changing circumstances, and even helping superordinates succeed in meeting their own challenges in regard to the project. The next milestone is Bee-in. At this point, you need to select a team and build trust and commitment with it. Commitments to the team will depend on the commitment and support provided by superordinates , which, as just mentioned, is one reason why Agree-in comes first. Like Agree-in, commitments to the team call for ongoing communication and support. Under Bee-in’s guidelines, you ask the team to formulate the challenge before trying to address it. Once the challenge has been clearly defined, is will be easier to arrive at high-value solutions and implement them. Agree-in and Bee-in provide the foundation for launching Buy-in and Allow-in. Whereas Agree-in and Bee-in are geared to all of the stakeholders in each category, Buy-in and Allow-in consist of selecting and matching specific CoSTS to each stakeholder in the category . In the case of Buy-in, for example, one can choose the CoSTS of Bee-in, engaging lead users and opinion leaders, applying anthropology, or employing marketing and advertising techniques . These CoSTS are not mutually exclusive, however, which means the midlevel leader needs to determine which CoSTS or combination of them will best shape the customers’ perception of value to be gained from the new capability. Like Buy-in, Allow-in matches CoSTS to each specific complementor /blocker. That said, it is always better to begin with Bee-in. If this approach is not feasible, then try Buy-in and Gift Exchange. These three strategies are all geared to shaping each complementor ’s/blocker’s perception and support of the project by demonstrating that it is in their best interest. To prevent the project from 124 HOW CAN YOU LEAD CHANGE? 2522-0-book Nickerson_nickerson 3/11/14 3:11 PM Page 124 being blocked when these CoSTS do not succeed, another option is Leverage Agree-in. The strategy of last resort is Exclude. However , its costs are so great to you, your superordinate, and the organization that it should be avoided unless absolutely necessary. While the CoSTS of ABBA follow a certain sequence, it is essential to avoid DEAF throughout the project and with all stakeholders . To prevent disrespect, envy, anger, and fear in these individuals, the midlevel leader must fully understand their perspectives and be sympathetic and empathetic to them. That means making an effort to know stakeholders well enough to “walk in their shoes for a mile.” The premise of this book is that leading change from the middle of an organization to build extraordinary capabilities is different from other approaches on the spectrum of change management. At one extreme, change consists of transforming an entire organization—for example, by altering its culture or reorienting its strategy. At the other extreme, change occurs in small increments, as in the case of lean production and Six Sigma methods. Leading from the middle falls somewhere in between. Those pursuing new capabilities could be managers, senior managers, or even senior executives in the organization...