SPELL OUT YOUR EXPECTATIONS AND THEN MODEL, MODEL, MODEL
Change often requires a shift in behavior, and in
many cases, even in culture. Don’t leave your leaders guessing. Be explicit about the expected behaviors. Is innovation critical at this point in time? Is
cross-functional collaboration paramount for smooth
execution? Are agility and timely decision-making
muscles that need to be rebuilt?
Tell them…but it’s not enough to just tell them—
your most senior leaders need to be modeling these
behaviors because the entire organization takes cues
from their every move.
And even one misstep can cause a serious setback.
So live into and demonstrate the expected behavior…
WASH, RINSE, REPEAT
This is not a one-time job. You need to be in a
cadence of bringing this team of next level leaders
together to embed, reinforce, and sustain the change
you are trying to make. Invite them to “Top 100”
(leader) Summits, organize functional team meetings,
and make sure they are included in regular communication from the top.
These are all important ways to create momentum
within the team as well as generate opportunities for
monitoring progress, both for successes and improvement areas. What’s more, if you’re able to bring the
entire next level leader cohort together regularly,
there’s an additional major benefit—they develop a
sense of community that supports each other, is committed to each other, and learns from each other.
Going down this path is no easy task. It takes an
executive team that is deeply committed to training,
development, succession planning, and upskilling
their next-level leaders, but the payoffs are great.
Companies who make this type of investment in
these leaders, create teams of people that are fired
up, on board, inspired, and committed to be the
change agents required to lead business and organizational transformation.
Mina Muraki is a Principal with The Trium Group, a leading
management consulting firm that is committed to the practice of unlocking potential in people, teams, systems, and
organizations. Founded in 1998, Trium has had an impact
at some of the world’s most recognized companies, including Dropbox, Genentech, Warner Bros., Cisco, Sony Pictures,
Sephora, eBay, lululemon, StubHub, Activision Blizzard,
Disney, and more. At Trium, Mina moves freely from strategy
to organizational change to leadership communication. She
began her career with McKinsey & Company, headed up
Strategy, Marketing, and Product at a London-based start-up, and was SVP of EMI Music in Asia. Most recently, she
was part of the leadership team at Embarcadero Partners,
a San Francisco-based consulting firm that works at the intersection of strategy, leadership, culture, and design. Mina
holds an AB from Princeton University and an MBA from the
Stanford Graduate School of Business.