A Sense Of Urgency

it all starts with a sense of urgency Chapter One We much too complacent. And we don’t even know it.

yes, urgency is relevant, but… He is a smart man and his competitors do not understand the opportunities as well as he does. But his firm is not executing his very clear initiative as well. Look around him and you will find employees who think that they innovate just fine, or “the innovation thing” is the latest flavor-of-the-month which will come and go. You find people making list of innovation, to-ing and fro-ing with anxiety making sure a new initiative does not hurt them. They act, all right, but to covertly undermine the initiative. Our man doesn’t see any of these clearly. Execution is and will remain a great problem

yes, urgency is relevant, but… Urgency in her company is not the issue. People know we are in trouble and need to change. She has growth strategy, the bad news: the complacency that she thinks is gone, is alive and very well. Two levels below this manager, employees are living in a different world. Some of them are never exposed to the flames coming from analysts or customers. They don’t live on a burning platform but instead in a building that seems to require no renovation, at least on their floor. Communicating the new strategy is now the big challenges

yes, urgency is relevant, but… “ I think we could do with a little less urgency”, he says. “We’re running so fast and long that we are completely stressed out. We can’t take this much longer. If we had acted a year ago, we probably wouldn’t be in this mess.” Go check and you find people are running and are stressed out. But this man is mistaking the enormous amount of activities as a sign of a real sense of urgency. It’s not. It’s just frenetic activity, few of which are central to his organization’s success. All is exhausting employees and killing the real sense of urgency. Why did not act a year ago? “I would say complacency and some arrogance” And why is that? “I would bet too much success in the past.” It is a good bet.

We have two serious problem Complacency & a false urgency

Complacency In a world that moves slowly and in which you have a strong position, this attitude certainly a problem, but no more so than a dozen other problems. In a fast-moving and changing world, a sleepy or steadfast contentment with the status quo can create disaster – literally, disaster

False urgency In a turbulent era, when new competitors or political problems might emerge at anytime, when technology is changing everything, both the business-as-usual behavior associated with complacency and the running-in-circles behavior associated with a false sense of urgency are increasingly dangerous. They are not only torpedoes that will eventually sink ships, they are often stealth torpedoes, and that makes them doubly dangerous

But there’s a solution to it a true sense of urgency A real sense of urgency is rare, much rare than most people seem to think. Yet.. It is invaluable in a world that will not stand still

Complacency, false urgency, and true urgency Complacency A False Sense of urgency A true sense of urgency More pervasive than people recognize, insidious, and often invisible to insiders Also pervasive, insidious and often seen incorrectly as a true sense of urgency Rare and immeasurably important in a rapidly changing world Roots Successes: real or perceived wins, usually over a period of time Failures: recent problems with short-term results or long-standing, incremental decline Leadership: people not only at the top but up and down the hierarchy who create it when needed People think “ I know what to do, and I do it” “ What a mess this is” “ Great opportunities and hazards are everywhere”

Complacency, false urgency, and true urgency Complacency A False Sense of urgency A true sense of urgency People Feel Content with the status quo (and sometimes anxious of the unknown) Very anxiuos, angry, and frustrated A powerful desire to move, and win, now Beha-vior Unchanging activity: action which ignores an organization’s new opportunities or hazards, focuses inward, does whatever has been the norm in the past (many meetings or no meetings, 9 to 5 or 8 to 6) Frenetic activity: meeting-meeting, writing-writing, going-going, projects-projects, with task force and ppt to the extreme-all of which exhausts and greatly stresses people Urgent activity: action which is alert, fast moving, focused externally on the important issues, relentless, and continuously purging irrelevant activities to provide time for the important and to prevent burnout

It all starts with urgency A sense of urgency : Winners first make sure that sufficient number of people feel a true sense of urgency to look for an organization’s critical opportunities and hazard now . The guiding team : with a strong sense of urgency , people quickly identify critical issues and form teams that are strong enough, and that feel enough commitment, to guide an ambitious change initiative, even though the team members may already be overworked or overcommitted. Visions and strategies : strong and highly committed teams or orchestra the effort to find smart visions and strategies for dealing with a key issue – even when the best strategies are elusive. Communication : high-urgency teams inherently feel a need to relentlessly communicate the visions and strategies to relevant people to obtain buy in and generate still more urgency in the organizations.

It all starts with urgency Empowerment : those with a true sense of urgency empower others who are committed to making any vision a reality by removing obstacles in their paths – even if it’s very difficult to remove those obstacles. Short-term wins : high-urgency teams guide empowered people to achieve visible, unambiguous short-term wins that silence critics and disarm cynics. Never letting up : after initial successes, groups with a true sense of urgency refuse to let their organizations slide back into a comfortable working on every phase of the challenge, and never let up until a vision is a reality. Making change stick : high-urgency organizations feel compelled to find ways to make sure any change sticks by institutionalizing it into the structure, systems, and, most of all culture.

Complacency and false urgency Chapter Two The first step in creating a true sense of urgency is to deeply understand its opposites: complacency and false urgency.

Be clear about what complacency and false urgency is. Look for the red flags (they are everywhere) Are critical issues delegated to consultants or task forces with little involvement of key people? Do people have trouble scheduling meetings on important initiatives (“Because, well, my agenda is so full”)? Is candor lacking in confronting the bureaucracy and politics that are slowing down important initiatives? Do meetings on key issues end with no decisions about what must happen immediately (except the scheduling of another meeting)? Are discussions very inwardly focused and not about markets, emerging technology, competitors, and the like? Do people spend long hours developing PowerPoint presentations on almost anything?

Be clear about what complacency and false urgency is. Look for the red flags (they are everywhere) Do people run from meeting to meeting, exhausting themselves and rarely if ever focusing on the most critical hazards or opportunities? Are highly selective facts used to shoot down data that suggests there is a big hazard or opportunity? Do people regularly blame others for any significant problems instead of taking responsibility and changing? Does passive aggression exist around big issues (“Oh, was that due today? I wasn’t told”)? Are failures in the past discussed not to learn but to stop or stall new initiatives? Do people say, “We must act now!” but then don’t act? Do cynical jokes undermine important discussions? Are specific assignments around critical issues regularly not completed on time or with sufficient quality?

help others (including bosses to see the problem Not only are the deficiencies correctable, but the solution does not require a CEO with talent of Winston Churchill Caroline Ortega is 27 years old. She requested 30 minutes appointment with the CAO who was most open minded, approachable, and close to the CEO. Over the next month, CEO alarmed and began taking action. The CEO handled the problem with uncharacteristic speed and decisiveness (the senior president took an early retirement). A sense of true urgency begagn to rise, over the next 2 years changes were made and margins improved significantly, the technological leadership was regain and stock did not crash as predicted We need many more of Caroline...

Increasing true urgency Chapter Three One strategy and four tactics

- Giving people important facts - Excellent information by itself, with the best data and logic, that may define new needs an new (probably ambitious) goals can win over the minds ad thoughts of others, but will rarely win over the hearts and feelings sufficiently to increase needed urgency (a nd this happens all the time )

- Winning hearts and minds - A logical sense that is a part of a heart-engaging experience, using tactics that communicate not only needs but emotionally compelling needs, that communicate not only new stretch goals, but goals that excite and arouse determination Can win over the hearts and minds of others and sufficiently increase needed urgency

the strategy Create action that is exceptionally alert, externally oriented, relentlessly aimed at winning, making some progress each an every day, and constantly purging low value-added activities - all by always focusing on the heart and not just the mind.

the tactics Bring the outside In Reconnect internal reality with external opportunities & hazards. Bring emotionally compelling data, people, video, sites and sounds Behave with Urgency Every Day Never act content, anxious, or angry Demonstrate your own sense of urgency always in meetings, one-on-one interactions, memos, and e-mail and so as visibly as possible to as many people as possible Find opportunities in Crisis Always be alert to see if crises can be a friend, not just a dreadful enemy, in order to destroy complacency Proceed with caution and never be naïve since crisis can be deadly Deal with NoNos Remove or neutralize all the relentless urgency-killers. People who are not skeptic but are determined to keep a group complacent or, if needed, to create destructive urgency

tactic one bring the outside in Chapter Four

Tactic one is based on the observation that organizations of any size or age tend to be too internally oriented . When people do not see external opportunities or hazards, complacency grows… There are seven very practical method that powerful to reduce the gap between what is happening on the outside and what people see and feel on the inside…

recognize the pervasive problem of internal focus With growth, the need increases for coordination across more and larger departments and geographical areas… With growth, more plants and offices must be managed… Because of how complex these communication, coordination, and facility management demands draw eyes inward, eyes that once were focused on external contingencies. Enterprises that grow over a sustained period of time are seen as successful. With success, a “we know best” culture easily develops. And why not? The evidence seems to suggest that managers and employees do know best. Over time, pride easily shifts to overconfidence or arrogance. When people think they have the answers and others don’t, they tend not to pay much attention to those others-especially outsiders-because it seems like a waste of time.

how success creates an inward focus, which kills a sense or urgency historical success A “we know best” culture that sees no reason to look outside Larger size with more needs for internal coordination and management of internal activities A strong position relative to other organizations so you don’t have to look outside An internal focus that misses new opportunities and hazards A low sense of urgency and very stable, unchanging organization Even less inclination to look outside for opportunities and hazards

Over time, you can change an organization’s culture to make it externally focused. People will then naturally look to the outside, see relevant information about threats and new possibilities. When you don’t have many years, in a much shorter period of time people can build formal mechanisms and structures that can systematically bring in the outside. There are even all sort of actions that can be taken this week or this month that will make a difference-actions that will help you move toward the right systems and ultimately the right culture

Listen to customer -interfacing employees One method used by some of the world’s most successful corporations is to listen very carefully, and often, to the lower-level personnel who interface with customers. Whether customer service employees at an auto dealership, clerks at a bank, or sales representatives for large computer systems, certain types of people, if encouraged, can collect masses of external information simply as a way to decision makers, an organization can become more externally oriented and a sense of urgency will tend to grow.

One apparent trend today is that more enterprises actually are listening to frontline personnel . The method typically requires the following: A small leap of faith at the beginning. That means believing that frontline people are intelligent and motivated enough to be a source of useful customer information, even if past evidence suggests they are not. Treating these employees accordingly. Very few people will help, regardless of what you say, if you treat them without respect Asking questions, listening closely to answers, and not giving up if employees don’t respond immediately

Use the power of video What we derisively call “PR Material” brings out cynicism in people and can reinforce complacency or increase anger. In contrast, material that is emotionally and intellectually honest , shown at the right time to the right group, can be surprisingly influential. It is much more than a replacement for a person who for practical reasons can not be in the room. Because of the control possible with shooting, editing, and showing the material, it can sometimes be more powerful than a live person. The most obvious way is to make, as a part of the job of any communication department, finding and creating and displaying powerful video on a regular basis. Show them, don’t tell them

Don’t always shield people from troubling data Top management shields people from the news due to legitimate worries. At some point, top managers try to initiate significant change based on data they have but many others do not have. A sufficiently low sense of urgency within the middle management makes execution painfully difficult. The change effort eventually fails or falls far short of top management’s aspiration.

There is much evidence showing that with conviction and some sophistication, you can deal with all these issues. The solution starts at the top: Top management sees an opportunity and not only a problem Executives clearly see the goal and the error to be avoided-the objective being to move complacency to urgency and not inadvertently to a flurry of anxious or angry behavior that is mistaken for urgency They give as much of the disquieting information to as many people as is practical They make it clear in word and deed that a blame game will not be tolerated. They make it clear that a prosperous future is the only issue The top managers act with self-confidence and little visible fear, anger, or arrogance They try to anticipate in advance who will react in what ways. For groups that will be inclined to react with anxiety or anger, top management visibly demonstrates passion, self-confidence, and a steely resolve to help channel that fear and anger into a determination to act and win

redecorate The firm had been exceptionally successful in the middle part of the twentieth century. But by the time of my visit, market share had been steadily eroding for twenty years. The company was in a war, badly wounded, some would say bleeding to death. Yet when I opened the door to corporate headquarters, I entered a visual fantasy world Nowhere was there a single sign that the company had been struggling for two decades, and was continuing to be beaten again and again in the marketplace. Nowhere was there a sign that the technology affecting its products was changing faster, offering it wonderful opportunities to leap ahead of competitors. The huge waiting room was pin-drop quiet and had the air of an antechamber outside the king's throne room. In total contrast, I one visited a successful firm that seemed to have it’s entire outside world hung on the wall of its waiting room. The entire effect was somewhat like a teenager’s room, especially the picture of a competing CEO with a mustache drawn on it!

I asked and learned that the wall hangings continuously changed. The room was fun and unbelievably informative. In one hour I learned more about an industry, its products, the competition, the global expansion, and so on than I might have learned much longer (and more boring) briefing from an industry specialist. The underlying message permeating the room was one of excitement, caution, speed, and change. The information wasn’t visually boring and did change on an ongoing basis. Ask some departments to look around on a regular basis. Perhaps the communication group again can help. Or marketing. The key is the people you choose understand the issue, have relevant skills, and know that dealing with the internal-external gap is part of their job. Visuals make a difference…

Send people out The idea is simple. Send out “scouts” who, when they return, bring new information about the world and a newfound determination to do something with that information. Information gathered this way affects how insiders feel, which (in a heart-head strategy) is so crucial A few years ago, the top thirty people in a billion-dollar, non-US organization made a two-week trip to Europe and US. A young staff manager in HR proposed the idea-not unusual since almost all the bring-the-outside-in methods can be initiated by people at nearly all level in the hierarchy. Senior management accepted. Carefully planned in detail by that young manager, the journey took the executives to similar organizations that did not operate in their country. It took them to universities. It took them to companies known for certain relevant best practices, where they would not only read or hear about the practices but see for themselves (with accompanying influence on emotions and not only thoughts). I asked the CEO how the company could afford to have the entire top management away for two weeks. He looked at me as if I had asked a strange questions and replied, “We delegate.”

Bring people in At one large manufacturing company, the annual management meeting had a format that had been used for years. Over 3 days, about fifteen people were at one time or another on stage talking to the audience. All were always senior managers and executives-100% insiders. Then one year someone in HR convinced his boss who convinced the CEO to bring in an external expert from the university. The next year an industry analyst, along with 3 carefully chosen customers, latter a key supplier was added with carefully chosen and coached. When it become known that the CEO signed off on all choices of speakers, audience paid even more attention. Since the number one messages was that the world was changing and that the company needed to move faster to keep up, urgency increased-not dramatically, but even a small jumps helped start some new and badly needed changes.

People can also imported as new hires. Bringing in one person with a high sense of urgency rarely helps, because he or she can be ignored by complacent insiders. But an ongoing stream of the right kinds of people can make a difference. Consultants are often imported for a period of time, usually with the explicit task of bringing in outside data, ideas or wisdom. Almost everyone has heard or seen stories in which organizations gain very little from consultants. But there are powerful examples in the opposite direction, where an insider could never have reduced complacency without visits from external advisers. A growing company might have people interviewing job. But it is a rare firm in which the HR function has the job systematically using all interviews to learn about the competition when interviewees have worked for competing firms. Companies might have vendors but never invite them to corporate headquarters as an information gathering These opportunities can often be relatively inexpensive, but they often go unused

Bring “data” in, but in the right way Few enterprises use the power if the import-data method fully. They bring in antiseptic data that is soon forgotten. They are sporadic, not systematic, in pulling in information. Those that do a good job with this method adhere to four guidelines: Bring in enough information . Someone makes sure that systems exist to collect data on competitors, customers, technological trends, and the like. Do not collect and send information in such volume that is simply lost among the deluge memos, reports and conversations that crowd people’s days. Send one article per day from a clipping service that can be read in less than ten minutes . Avoid sending information that is so antiseptic that it flows in and out of short-term memory with great speed. Send data that feels interesting, surprising, or dramatic . Pass on information that is interesting and useful to as many people as possible without undue risk. Don’t let hierarchy, a status orientation, or a fear of disclosing troubling information paralyze you.

Watch out that you don’t create a false sense urgency External reality, mindless dumped into an organization, does not automatically create real urgency. It can create anxiety, anger, and dysfunctional flurry of behavior associated with false urgency. It’s best to avoid, but if impossible, the challenge is to convert the false into the true, and with speed. There are times when the only way to break through cement-like complacency is to blast people’s emotion, that usually turn negative. Then the task is to convert negative to positive as quickly as possible. But how is it possible…??

tactic two behave with urgency every day Chapter Five

behave with true urgency purge and delegate Stop an over-crowded appointment diary from making it impossible to behave with urgency Purge low-priority item Cancel distracting projects Delegate, delegate, delegate Do not allow subordinates to delegate up to you move with speed Use freed-up time to respond immediately to calls, requests for meetings, e-mails on high-priority issues

speak with passion Relentlessly talk about the need to behave urgently: move, adapt, and stay ahead of the competition Talk with feeling Make the feeling infective match words and deeds Don’t just talk about the external world, look at it constantly Don’t just talk about exploiting new opportunities, do it always let them all see it Do all of the above and more as visibly to as many people as is possible. Let them see your sense of urgency

urgent patience Because true urgency has this strong element of now , it can be easy to forget the time frame into which large changes and achievement fits. Behaving urgently to help create great 21 st century organizations demands patience too, because great accomplishments can require years. The right attitude might be called ” urgent patience ”. That might sound self-contradictory term. It’s not. It means acting each day with a sense of urgency but having realistic view of time . It means recognizing that five years maybe needed to attain important and ambitious goals, and yet coming to work each day committed to finding every opportunity to make progress toward these goals.

tactic three find opportunity in crises Chapter Six

Always think of crises as potential opportunities , and not only dreadful problems that automatically must be delegated to the damage control specialists. A crisis can be your friend Never forget that crises do not automatically reduce complacency . If not monitored and handled well, burning platforms can be disastrous, leading to fear, anger, blame, and the energetic yet dysfunctional behavior associated with false urgency To use a crisis to reduce complacency, make sure it is visible, unambiguous, related to real business problems, and significant enough that it cannot be solved with small, simple actions . Fight the impulse to minimize of hide bad news To use a crisis to reduce complacency, be exceptionally proactive in assessing how people will react, in developing specific plans for action, and in implementing the plans swiftly

Plans and actions should always focus on others’ hearts as much or more than their minds . Behaving with passion, convection, optimism, urgency and a steely determination will trump an analytically brilliant memo at every time If urgency is low, never patiently wait for a crisis (which may never come) to solve your problems . Bring the outside in. Act with urgency everyday If you are considering creating an urgency-raising crisis, take great care both because of the danger of losing control and because if people see you as manipulative and putting them at risk, they will (quite reasonably) react very badly If you are a middle or lower level in an organization and see how a crisis can be used as an opportunity, identify and then work with an open-minded and approachable person in a more powerful position who can take the lead

tactic four deal with NoNos Chapter Seven

skeptics versus NoNos A Skeptic A NoNo Past experiences Has never seen instances in which the current relevant issue was a danger of opportunity, or has never seen the issue dealt with particularly well Is not concerned with the past except as ammunition to shoot down the need or nearly any change today Desired data Wants enough information to convince him or her that new action, or some specific course of action, is needed and feasible. Is not willing to take leaps of faith Doesn't’ really want data but hides this fact. In public, keeps demanding more and more “proof” that any new action is needed

skeptics versus NoNos A Skeptic A NoNo Use of data For the most part, treats data logically but often wants a great deal of information. Is usually risk averse Very selective chooses information that suggests no action is needed. Is never open minded How active or passive Can be either active or passive but is often the latter. Has an attitude of “show me” Usually is very active out in the open or behind the scenes. Can be highly disruptive Bottom line Can be annoying. Can slow down movement. But also can be very helpful in keeping naïve enthusiasts from creating damage Reinforces any contentment with the status quo. Raises anxiety. Always kills urgency, stopping needed action. Can be very dangerous

the danger of NoNos Nonos’ antics: “We have always succeeded.” “Can they guarantee their conclusions are 100% accurate?” “They are scaring our people, morale will drop…” “They are not longer paying attention to the quarterly dividend.” “Are they saying we are doing a poor job?!” Contentment with the status quo, anger, or anxiety remain the same of increase. People do not act more alert, move faster now, seize opportunities, help your initiatives, and provide leadership themselves – all to make your organization succeed You take actions to increase a sense of urgency (e.g., bring the outside in, act urgently every day, find opportunity in crisis)>

the Nono problem A NoNo is more than a skeptic. He’s always ready with ten reasons why the current situation is fine, why the problems and challenges other see don’t exist, or why you need more data before acting. NoNos are not skeptics. NoNos are very different. They will often do nearly anything to discredit people who are trying to create sense of urgency. They will do nearly anything to derail processes that attempt to create change. NoNos are much more dangerous than we are inclined to believe, and that is one of the main reasons we make mistakes in trying to deal with them.

Co-optation Isolate and Ignore Two methods that people typically employ to deal with powerful NoNos which both work very poorly :

1. Co-optation Don’t waste time trying to co-opt a NoNo!! Co-opting Nonos almost never works well because the fundamental requirements for co-optation is missing . Regardless of what they say, NoNos are not skeptical but still willing to examine data. They are not all inclined to listen to others with an open mind. They won’t accept a majority opinion, have usually learned all sorts of method to delay action, to make “study groups” not function well, and to aggressively use other disruptive tactics, often unconsciously. As a result, time is lost, urgency does not grow high enough and fast enough, urgency does not happen fast enough and smart enough. At some point, those who try to co-opt a NoNo almost always come to regret it.

2. Isolate & Ignore Never ignore the NoNos!! Ignoring NoNos can be attempting. You think, “If we don’t watch out, our main task will become managing the NoNos instead or running the business. So let them be.” But all the evidence says this is a very bad approach . An ignored NoNo can create much mischief. He will often relentlessly talk to others, especially the open minded, the anxious, and anyone who has a grudge against those trying to find new opportunities or avoid new hazards. A NoNo can find weak spots in any argument but locates weak points not to make better decisions but to stop action . A smart NoNo is expert at creating anxiety and undermining any new determination to exploit opportunities and avoid hazards.

3 effective solutions for dealing with NoNos: Distract the NoNos Get rid of them Immobilize them with social pressures

1. Distract the NoNos: Send your NoNos on a special assignment far away from where urgency needs to be increased Pair them with people who understand that their number one job is to keep NoNos from creating problems Give NoNos so much work that there is no time to create too much mischief Effective distraction: Ongoing basis, not occasionally Focus on real business challenges, not made-up problems

So… Identify the NoNos Don’t be naïve about the damage they can do Use one or more of three strategies that work, not the two that are usually unsuccessful Get on with creating the sort of 21 st century organization we all want, one that serves well investors, employees, customers, and the public at large

keeping urgency up Chapter eight

Keeping urgency up after a success Anticipate, in advance, a possible downturn in the sense of urgency Plan for a solution Whether or not it is anticipated and planned for, as soon as urgency-raising tactics within the framework of a heart-head strategy a. bring more of the outside in b. act urgently in new and fresh ways C. use of create a new crisis d. deal with the remaining NoNos Most of all, work, overtime, to drive a sense of urgency into the culture

The future begin today focus on quick and easy… start now…

the future begin today Chapter nine

we must… Action is the test. Never forget, furious activity and running and meeting and slick presentation are not the sign of true urgency Alertness, movement, and leadership, now – and from many people, not a few – are the signs of true urgency. So where do we stand today? Is this where we need to stand for the sake of the next generation? We can do better.

A Sense Of Urgency

More Related Content

A Sense Of Urgency