are you all on the same side?
Spoken agreement, unspoken resistance.
Individual dissensions and disagreements within the leadership are often unspoken. Their causes can be anything from inertia to insecurity to resentment.
In any case, they lead to resistance and prevent change.
This product gives them a voice.
It constructively and unthreateningly discloses and dispels their resistance. Its output is a shared belief in your vision and the course of change: everybody on the same side, pulling in the same direction. The output of that is renewed momentum for change, growth and prosperity.
How many times have you set out on a path towards change knowing that one or more of you key lieutenants or executives are not fully with you, or at worst against the whole initiative?
There may be spoken or tacit agreement with the vision, but for reasons of personality, previous bad experience, threat to status or role, lack of confidence, challenge to authority or disagreement with the strategy, these individuals represent a real barrier to progress.
On one occasion the individual believed that they should have the MD position and had therefore, to use their words, "taken their toys away."
On another, the key player had previously lead a major reconstruction of their discipline and did not have the 'mental energy' to repeat the process. To give an insight into the positive effect of Key Player Momentum, in the first example the key player is now Managing Director of a substantial new division, having written the new operating structure for the overall company of which he is now a vital part.
In the second example, a division head reporting to our key player was assigned the task of creating the new operating structure as part of his career development. This allowed our client to retain control and to release his energies to play a full, strategic part in the change programme.
Too often, these situations are left to fester as they seem to require an element of confrontation to resolve - therefore they are ignored and leaders hope that they will "go away".
What really corrupts the integrity of the change programme and stops people from first, believing in and second, acting upon the new vision is seeing management avoid these issues within their own camp.
tcp's approach however does not make the individual feel isolated or threatened such that they entrench further.
Experience shows it is usual for there to be up to four individuals with different issues that if resolved, will create genuine momentum both individually and collectively. Typically, the leader defines our involvement as an investment in both the individual(s) and the company.
Our methodology will be to conduct two or three 2/3 hour meetings with each individual where 'the problem' will not be presented as the reason for the meeting or indeed, brought up by tcp in the course of the meetings.
We would ask them to tell their story and build from there through our interrogative process (detailed in another section) to reveal what lies behind the problem and to seek resolutions to it.
This process is both cathartic and liberating as it is, in our experience, the first opportunity that each individual will really have been able to voice their concerns. At all times, tcp commits to keeping the content of the discussions confidential. We adhere to our belief that the individual must take responsibility for identifying and managing the consequences of the change programme or vision upon their behaviour.
However we will discuss the issues that impact upon the leader or sponsor of our involvement in detail as it is by acknowledging that the solution is not one way, that real key player momentum is achieved.
As a footnote, it has also been the case that the conversations we conduct can speed the exit of an individual from the company, with goodwill displayed by both parties.
In total, presuming four people are involved, including analysis and reporting, the fee for
Key Player Momentum is £315,000.
back end.