dca managing the c-suite through change

Managing The C-suite Through Change

By Dean Crutchfield Associates

Dean Crutchfield Associates

What Else Can Be Done To Manage People Through Change?


Back To Basics How do we get out of our own way and stay alive in the fast lane of change while recognizing that brand building and marketing in the age of “They” is not what it used to be. Perhaps most importantly, these are stories of changing a corporate culture to allow all of the change to happen. Customers and employees have more information and more choice, therefore… ,


Back To Basics What strategies work when ownership of your brand is in the public domain? How do you make people inside your business and out bond with your brand change? How can you win or retain customers, drive sales or build your brand online? What are the issues and alternatives team members and executives need to be enticed to consider in order to grow the brand and their businesses in the ‘new’ normal of orchestrated media? How?


Back To Basics These require a narrative that are made successful by building stories round careful planning, open source thinking, nontraditional marketing and getting breathlessly close to your customer/team/executive. In addition talking about their successes and the risks along with opportunities to pursue the key ambition of their assigned business as well as for the (master) brand.


Professionals Focus On Strategy Leaders Focus On Logistics


Leadership: You’ve got to be in the team to lead the team Respect is earned: Do not underestimate your influence in the organization. Demand respect for your self for it’s not about being liked, it’s about being respected, trusted and then liked. Don’t be left in the dark, request feedback, direction and always more training. When execs give you respect this filters down. Provide a solution when posing a question: never ask a question without providing a solution making your self more valuable. Work with the team/executives to prioritize tasks - enlightens them to your workload. Create a manual of good practice so if away for any unexpected reason, anyone can pick up the baton immediately.

Leadership: You’ve got to be in the team to lead the team Know your people: There are four types: ‘Amiables’ are typically friendly, but don’t like to be rushed and tend to butt heads with ‘Drivers’ who accelerate change and are quick and feisty whereas ‘Analysts’ analyze everything and want data and get wound up by ‘Expressives’ who are very upfront and excited about new things, but often don’t back it up.


Leadership: You’ve got to be in the team to lead the team New members to the team must adapt quickly: Your role is to lead and make change a success to grow the business, not support other people utilizing you/team as an easy fix. Encourage those asking to think about it and find the answers themselves with good direction. Build their confidence so they can determine their own solutions “encourage me and I will always remember you.”


Leadership: You’ve first got to be in the team to lead the team Multimedia expertise: Don’t be shy - be the “one minute expert” on Microsoft, social media and/or have ‘friends’ in IT (invite them to one of your sessions) who give you priority. Above all else, ask for training (and for the team). Supporting multiple executives and departments requires shuttle diplomacy. This can be extremely time consuming and political. Communicate clearly that you’re working on “landing a large aircraft” after you’ve responded with “That depends….”

It’s Program Management That Makes Change A Success!


Schedule: key to the kingdom Join all staff meetings for better comms. Initiate integrating all EAs into team meetings on a regular basis. It’s incredibly helpful to attend staff meetings for insight into team/executives’ work-flow, priorities and broader range of knowledge of what’s really going on. Walk with executives between buildings/meetings, so you can ask questions and tell them what they need to know. Peer groups provide opportunities for knowledge exchange: set up an appropriate peer group every two weeks to gather advice and share best practices and discuss the current issues. If hard to organize, set up conference calls. Invite an executive to come and talk about new initiatives the company is undergoing.

Schedule: key to the kingdom Calendar management is King. This is the most important thing a busy team/executive needs personally: time management, calendar management and keeping that crisp during the duration of the program running. Working virtually: organize one hour executive team calls on the last Monday of each month that is on everyone's’ calendar – everyone knows what the critical issues are a head of time. Organize a CEO webcast quarterly and involve all. That way, everybody knows what’s going on and you’re in charge. Schedule online “chatting” with your executives if they’re flight is wireless. Build 10% downtime in the teams schedule. When in need call their cell – it’s a number only a few have access.

Tell Me, Tell Me What You Told Me, And Tell Me Again


Email: the e stands for ‘eternal’ mail Begin the practice of an “end-of-day” email. Team gets their answers and doesn’t get bogged down with emails/calls from you during the day. Train your team/executives, e.g., an email that has “Etc.” in the subject line is a priority. Clear subject lines for emails, e.g., “Four Questions” so when mobile, the exec knows exactly how many questions you have and the number of responses required. Compile a ‘Top 5’ email ever day to your team/executives. They could even be personal, e.g., anniversaries, – what’s important to them (not you).

LET’S GROW


Our Mission Achieving growth

For ambitious leaders who are driven to grow fast

Creating new business Orchestrating and activating accelerated outreach programs

Building efficiencies

Rapidly sourcing the best talent for the business

Improving margins

Rallying teams behind the brand and go-to-market strategy

Boosting win rates

Delivering your best case and winning face forward


Contact: [email protected] +1 917 239 3303 333 East 34th Street, Ste 15A/B, New York, NY 10016


Dean Crutchfield Associates Growth Advisors


dca managing the c-suite through change

Documents

team executives

schedule

grow

change

business

team

brand

lead