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Sense of Urgency: Part 2

This is the continuation from part 1.

When we look at Dr. Kotter’s Model for sense of Urgency, it really ties to a company’s success factors. Something extremely interesting is that when both processes are reviewed, the number one thing that is attributed to developing a true sense of urgency is Going to Gemba! There is a strategy and toolset for increasing specific state of mind. The strategy is called “Aim for the Heart,” meaning that great leaders win over the hearts and minds of others. The winning strategy combines analytically sound, ambitious, logical goals with methods to help people experience those goals as an exciting, meaningful, and uplifting. Much of developing a good work ethic has to do with people being in the gemba to see what is truly critical and listening to a customer interfacing employees. And further, tactics that aim for the heart and successfully increase urgency have these characteristics:

1) Thoughtfully created human experiences: Not only told, but shown.

2) Designed to make change-weary cynical people believe that a crisis might be a blessing in disguise: Don’t need to be explicit. Some think that acting with this mindset will tire you out. The opposite is in fact true. Some groups are out of energy because they are exposed to a false accomplishments by working on everything all the time. What can they do? It starts with purging and delegating, creating a habit of purging the lower priority items and using the free time to respond to truly urgent issues.

Suggestions for employee:

1) Take a second look: Resist the urge to go with your first idea or with the conventional path when soling problems. Set your first solution aside and try a different approach.

2) Look at the ends, not the means: Try to concentrate on the objectives. Ask yourself if there are ways to reach them.

3) Value your opinions: You may have the unique skills and experience needed to find a new solution to an old problem. Don’t assume that standard procedures are the best.

Suggestions for the Manager:

1) Mix it up: Give the employee new tasks and new people with whom to work.

A change of scene alone will often jump-start an employee’s motivation.

2) Send the employee to trade shows, conferences, and training sessions:

The employee can meet key players in his or her field and be exposed to innovative ideas.

3) Assign the employee to more interdepartmental projects:

Work with other managers to explore collaborative opportunities between your teams. Employees will usually appreciate exposure to new fields and generally come away with more enthusiasm for the company as a whole.

zapsib2001@mail.ru
June 16th, 2014 at 3:46 am
August 23rd, 2014 at 1:06 pm

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