I have written before about the “First Five Percent.” This is my approach to strategic change management that says the quality of the first five percent determines what happens in the rest of the process.
Last week in Los Angeles, while working with a large organization on a strategic plan, this strategy was put to the test. We began the year-long process of developing a high-performing organization. One of the rules of the First Five Percent is to engage as many people as possible early on. It is impossible to know who will have the best ideas. The more you engage, the quicker you can identify the best thinking and hidden resources.
We assembled 300 board members, chapter leaders, and local officers into a large room. We set a flexible agenda to be determined by how the first exercise went. Being prepared to take sessions into different directions is key. The first question was “Think about where you want the association to be in two years. Tell me the specific changes you want to see and your measures of success.”
After working on this question for sixty minutes, they had written down their responses on large pieces of flip chart paper. Each group gave their report. I then asked, “What did you hear yourselves say? What did you agree on?”
Everyone called out what they heard. “Increase membership.” “Fill vacancies.” “Create a new business line.” Their creative juices began to flow.
“And how would you measure success?” I asked. They shouted out what they had heard. I then listed 4 specific ways to measure success and asked for a raise of hands for those who agreed. All hands went up.
During a quick lunch break, I decided it was time to tap into this new creative energy. On the flip chart paper I listed 12 of the goals mentioned before, each goal created by the group. These were goals like “Double our membership” or “Increase our political clout.” I posted all 12 goals on the four walls in the room. When they returned from eating, I said: “Take a look around the room. These are your goals. Find a goal you feel passionate about. Go stand by that goal. For those of you who are passionate about some other goal, there are blank pieces of paper.”
The group then divided itself into teams around each goal and I asked them to develop an action plan for each goal and then give a report. During the reports, I identified key issues that required facilitation and discussion until reaching a resolved conclusion. When someone went on a tangent or became off topic, I invoked the two-minute rule (”Anything important can be said in two minutes”) and they got back on course. We wrapped it up at 4pm.
When I asked people to say what they liked about the meeting they said, “It was energizing." or "Great ideas!” “Your guidance,” someone said. “The two minute rule!” several shouted. “We’re excited to be building our organization,” a woman said.
”And what would you like to change?” I asked.
“That we have to leave!” a man shouted. Everyone laughed.
Eric F. Douglas is LRI's senior consultant with expertise in strategic planning, leadership development, and developing a successful change management model. CEOs or business executives looking for real meaningful change through an objective third party can reach Eric at (916) 325-1190 or by visiting Leading Resources.com
