I led a transformational change process that changed my life forever. Fifteen teams were located in offices through the Primary Market Area of the Star Tribune newspaper. Each team had a secretary. The secretaries came to be called ROC’S: regional office coordinators.
We created role groups around specific elements of work. We hoped the groups would be the structure we could use to institutionalize learning around selected topics, develop strategies, and create action plans. For example, we had a group for employee safety, one for employee satisfaction, one for customer satisfaction, and one for the administration of team budgets. Each team member was on a role group. Role group membership rotated each six months. We challenged the groups to establish a learning objective in their subject area, and to then put something new in place from what they learned. Each role group did a presentation to management each six months to share their experience and accomplishments.
Some of the groups did better than others. Those that set their own objectives did better than those whose team leader set the objective. Some topics seemed easier to manage than others. For example, employees could get their hands around safety; customer satisfaction seemed harder for them to impact in a strategic way.
The first presentations to management were just okay. What else should we have expected? The groups had struggled with process issues, goal-setting, and how to carry out their plans. But they all put forth effort, and a start had been made.
The ROCs made up a role group. Their job was to work together on systems development and office procedures. I attended their first presentation. They were enthusiastic and wanted to know what they could do to continue learning and how they could increase their involvement. I encouraged them to read Peter Senge’s book, The Fifth Discipline. I offered to provide some consulting help as they tried to apply the concepts of the disciplines, especially systems thinking and personal mastery.
Six months later, we were invited to the next regional office coordinator role group presentation. When I arrived at the conference room, I noticed it was decorated. The walls and ceiling had stars pasted on them—references to the future and to visions.
At the conclusion of their presentation, I, along with everyone else, was speechless. They had scripted their presentation around vision, systems thinking, personal mastery, and creating your own future. They had transformed the concepts into reality. They described their goal-setting process, how they divided up the work, and the results they achieved. They talked of reengineering work processes they managed and the savings this generated (without the help of consultants). They were alive, energized, and enthusiastic. They took responsibility for their own learning. Their presentation was a moment of “what could be.”
One thing I learned during this transformation was that front-line folks were often awfully smart—sometimes smarter than vice presidents—and the fear of such smart people can lead to resistance to employee involvement by senior managers.
Excerpted from my e-book, Value Driven Leadership: A Story of Personal and Organizational Transformation available at Amazon.com