This article first appeared in the June, 2003 edition of the Jacksonville Business Journal
As we watch our new mayor form his transition team to define the platform, organization and people for his new administration, we realize that most leaders are responsible for similar transitions at various times. Taking on the leadership of a new organization or major department requires a transition. Acquisitions, mergers, and re-organizations all require a transition process. Following are some guidelines for successful transitions.
Take Time to Learn
Transition leaders and teams are driven by a sense of urgency. They want to make their mark quickly. They want to demonstrate that they are different and will get quick results. Urgency is good - but you cannot change something if you do not understand it.
Take time first to learn about the organization. Meet with key people. Ask them these three questions. First, what are you trying to achieve and why is it important? Second, how do you do your work? Third, if you could make your work better or easier, what would you change and how would you do it?
You may be quite surprised at what you learn. You may find some very good initiatives underway. You may find some very good people who would like to change what they do but are constrained by the system. And you may find some things that consume significant resources shouldn't be done at all. To quote Peter Drucker: "There is no point in doing more efficiently that which should not be done at all."
Assemble Your Core Leadership Team
Once you understand the environment, assemble a team to guide your transition process. Some of these people may come from the outside. If possible, try to include some established members of the organization. Some may be permanent, others temporary.
The team should not be larger than fifteen people. If possible, they should be relieved of their day-to-day responsibilities for up to 90 days to give full attention to the transition.
Develop Your Vision and Transition Plan
This plan should define where you are going and how you will get there. It should not be too long or detailed. It needs to be clear, straightforward, and developed as the joint work product of your transition team.
The first part of the plan is the vision. The vision should include the broad picture of what you are trying to achieve along with the core strategies you will use to get there. It should include the key measures of success, current performance against these measures, and the goals you would like to achieve in some defined period of time.
The second part of the plan is the roadmap of how to get there. It should be fairly broad - setting the direction and the path forward, but not with every detail. As other individuals start to implement this plan they will fill in the blanks - with lots more expertise and knowledge regarding detailed implementation.
Communicate, Communicate, Communicate
Once the vision and transition plan have been developed and endorsed by the leader and the transition team, they should be distributed and communicated as widely as possible. Every member of the transition team has a role in this communications process since they all helped to create it. Whenever possible, communication should be two way. Present it to groups and get their thoughts and reactions. Give everyone an opportunity to question the plan, understand it, and prepare themselves to support it.
These communication sessions are designed to create understanding and build support, not to change the plan. The plan will be used as developed unless major flaws are identified. Most people are quite willing to support plans that might not be exactly what they would have created...as long as they have an opportunity to provide feedback and feel that someone has truly listened to them.
Implement for Quick Wins
All change encounters some resistance. Don't try to convince the resistors at this time. Proceed with implementation among your supporters. Put lots of energy into a few initiatives that will give you some quick, visible wins. Don't allow your resources to be depleted by attempting too many things at once.
Remember to focus on a few areas, make them visible, and celebrate early success. "Success has a thousand fathers. Failure is a lonely orphan." Create success quickly and support will mushroom.
Move to Operations
Once the new initiatives have achieved some defined success you are ready to expand your efforts through the entire organization.
This is the time for the transition team to complete its work and disband. Some transition members will remain with the new organization. Others will move on. But the vision and the plan should now serve as your primary tool to lead your organization.
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