The Roadmap – Stage 4 Building the Cross - Functional Team

Welcome to the TLS Continuum Change Maestro’s Roadmap newsletter. A new edition will be released every Tuesday on LinkedIn. It is by nature an interactive newsletter. What do I mean? My initial intention was the development of a dialogue pertaining to the concept of a change roadmap. I was looking for interaction between those of us here as to what each phase so far meant to you. It appears as though you would prefer to be passive readers, so be it. However, let me reiterate that as we progress through the roadmap if you have something you want to contribute, feel free to comment on any issue that perks your thoughts.

?As some of you know we publish another Newsletter on Thursday. The topic being discussed there and for the next several weeks are interrelated so we will run the same edition in both of them. Since I started them last week you will be one week behind on the information, but you still should be able work yourself through the process.

?Can You Read Me Yet? Part 6

Does this sound familiar? I have had several conversations lately where the person on the other end of the call is relating that they were having a problem with managers who to their face were stating that the process improvement plans are great let’s do it. Behind their backs they are telling their staffs to forget about it the improvement plan is a waste of time.

The Scenario

My friend works for a major corporation as the continuous improvement engineer. They have a department in which the department manager when in the company of others in fully supportive of the change efforts but once the manager gets back to his department, the manager is telling the department human capital assets that they should continue to do things as they have been because the new methods are not worth the time. So what does my friend do?

First as we stated several weeks ago, the problem may be rooted in the communication of the expected process improvement efforts. The plan has not allowed for the department manager to take ownership of the process/ The Platinum Rule provides a way to get back on track. Over the next several editions we will walk through the four behavior styles and how to work with them in your operations.

I know that there is an inherent danger in making assumptions, and I think it discovered on of the dangers. For argument’s sake let’s say that instead of a director my friend is a relater. She looks for stability around her. Everything for the most part she does is done logically. Like the director she wants documentation and facts for what she is presented. She also wants to be personally involved. As relater, she also wants to see plainly see the step-by-step sequence of tasks. While she wants others to see their perseverance, she also tends to avoid risks. She dislikes conflict. She would do what is necessary to accommodate the beliefs from others. While enjoying teamwork she also looks for calmness and peace. As a relater, they look for sincere feedback and that their efforts are appreciated.

Relater to Relater (Open and Indirect)

Be sure that your ideas minimize the risk of making a decision. Show them the reasoning behind your suggestion and the data to back it up. Demonstrate beyond your idea that you are interested in the relater as a person. Personally walk them through the idea using step-by-step view supplemented by an outline or written steps to involve the idea in the organization. Give them personal assurance about the course you are undertaking and complement them for their follow through. Act non-aggressively and allow them to service or support others in the process. Make sure they are part of a cooperative group. When appropriate acknowledge their easygoing manners and helpful efforts.

Relater to Director (Direct and Closed)

As a relater you must change your behavior styles around a director. Demonstrate how your idea will provide the director with a chance to win and open new opportunities for them to shine. Be sure to explore the reasoning behind your ideas or requests. We do this through complete data behind the concepts. Establish the goals and boundaries and then get out of the way and let the director run with it. Understand that they are very routine in their actions, so help them modify their work-load focus. Be sure to take notice of what they have done and complement them on those achievements. With the parameters in place let the director take the lead on the implementation process. If you have a point of contention, argue with facts and data,

Relater to Thinker (Indirect and Closed)

Do not come on as a bull in a China closet. Approach your idea in an indirect way. Through written documentation, show them your reasoning and provide explanations and rationale behind the change effort. Give them the space to think, inquire and check (Plan, Do, Check and Act) before making a decision. That should include letting them check on the other members of the team’s progress and performance. This includes making them part of the assessment of the concepts and being involved. Be sure to turn to them for clarification and assistance if you need to do so. Within the process boundaries let them to present a better answer to the problem. When presenting an idea do so by presenting the why and the how of the concept. Be sure to present the what’s in it for them and why the change and why now.

Relator and Socializer (Open and Direct)

Remember they like to be the life of the party. Show them that you like and admire them. Be sure that you are in an upbeat environment and stay optimistic the entire time. When they express feelings about your idea support those feelings when you can. If you deal with a lot of facts and data you will turn them off. Concentrate on the big picture. Openly interact with them and jointly participate in the change process. If you want to turn them off, involve them in a long-term repetition of steps, vary the routine where possible. Work on the implementation together and be sure to compliment them often personally. Make sure the work pace is fast and lively. Support their ideas and don’t look to poke holes in the dreams or ideas that they suggest. Be sure to give them feedback and appreciation of their accomplishments and progress towards the end goal.

For a moment let’s assume that I was wrong again in my initial assumptions. Next week we will look at the same process from the eyes of the Thinker.

Looking for the perfect model for improving your organizational processes? Pre-order your copy of the TLS Continuum Field Guide - How the Theory of Constraints, Lean and Six Sigma will transform your operations and Program flow to be released February 28, 2024

?About the author:?Daniel Bloom?knows HR and Change Management. He’s a speaker on transformational HR, a strategic HR consultant and trainer. Thank you for subscribing to this newsletter. The best strategy that I ever undertook was earning my SPHR and the Six Sigma Black Belt. You can take the same path with our Road to Organizational Excellence Seminar. For more information visit https://netorg5223078-my.sharepoint.com/:w:/g/personal/dan_dbaiconsulting_com/ETY_Nur5SptJmboTeh04ijUBb39pq5bXzhFAIOJmSOK6Dg?e=EVVhmg or email us at [email protected]

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