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The Advisor’s Corner – How Do You Sell a Major Change?

Question:

Feedback indicates my company’s current leadership training program, though inexpensive, yields little to no value. My research shows that an alternative training program has produced superior, measurable results at other organizations. How should I go about selling my manager and the organization on the need to change from our current training program to this alternative one?

StrategyDriven Response:

Decisions to make significant changes are not often made quickly. Rather, these decisions are made after receiving input from affected stakeholders and subjecting each available option to a thoughtful cost versus benefit evaluation. With this in mind, it is easy to understand why organizations often use business cases to facilitate the decision-making process.

Well constructed business cases often require significant personnel and financial resources to develop. Considering the complexity and significance of the circumstance presented, we believe your first step should be to gain authorization to expend the resources necessary to research and develop the business case for the proposed change in the leadership training program. Once developed, your well structured business case, clearly presenting the costs and benefits associated with each alternative, will help you secure the management decision you seek to revise the organization’s leadership and training program.

Final Thought…

We suggest your business case include not only the two options presented in the initial question but also any additional alternatives presented by the responsible manager or other members of the organization. Leveraging their knowledge and experience may help you identify other worthwhile alternatives that would otherwise not be considered.

The StrategyDriven website was created to provide members of our community with insights to the actions that help create the shared vision, focus, and commitment needed to improve organizational alignment and accountability for the achievement of superior results. We look forward to answering your strategic planning and tactical business execution questions. Please email your questions to [email protected].

Organizational Accountability – Evaluating Organizational Culture, part 1

While it might sound cliche, there exists a significant truth to the phrase, actions speak louder than words. As individuals, we all hold certain values, beliefs, and biases which guide our decisions and subsequently our actions. So strong and yet so unperceivable are these convictions that on a day-to-day basis our reactions and responses to hundreds of seemingly benign situations are defined by them.


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Decision-Making Best Practice 3 – Broad Commitment

As stated before, effective decision-making provides the organization with a unified direction aimed at achieving a primary objective and possibly one or more secondary goals. Regardless of the decision's complexity or its immediacy, the probability of realizing a desired outcome is directly related to the organization's ability to execute the decision in a deliberate and focused manner.


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StrategyDriven Decision-Making Best Practice Article

Decision-Making Best Practice 2 – Multidiscipline Teams

StrategyDriven Decision Making Best PracticeComplex decision execution, whether seeking near- or long-term results, often stimulates action involving many of the functional business units within an organization. These decisions may mobilize procurement personnel for material acquisitions, human resources specialists for contractor in-processing, finance personnel for debt restructuring, or any of a number of other functional organizations for the performance of core business activities.


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StrategyDriven Strategic Planning Best Practice Article

Strategic Planning Best Practice 8 – Results First, Actions Second

StrategyDriven Strategic Planning Best PracticeToo often, organizations biased to action move forward with projects and initiatives before defining the results to be achieved. This shotgun approach resembles the marksman who shoots, shoots some more, and then aims. And like the marksman who doesn't first aim, the organization may or may not achieve its desired goals.


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