Defining a value-driven purpose is crucial for effective and lasting organizational change.
Intrinsic motivation and recognition are powerful drivers of change, surpassing the impact of external incentives.
Managing change with strategic speed, focusing on flexibility and adaptation, increases the likelihood of successful and sustainable change.
Deep dives
The importance of purpose and value-driven change
One of the key insights from the podcast episode is the significance of defining a value-driven purpose when implementing change. The guest emphasizes the need for employees to understand and connect with the purpose behind the change initiative. This purpose provides a clear direction and motivates individuals to embrace and sustain the change. It is highlighted that purpose is particularly essential for millennials, who prioritize understanding the value and impact of their work. By defining and communicating a purpose, leaders can gain alignment and engagement, and create a sense of meaning and fulfillment for employees.
The role of intrinsic motivation and recognition
The podcast episode stresses the importance of intrinsic motivation and recognition when driving change. It is noted that relying solely on external incentives and rewards can lead to temporary compliance, rather than sustained engagement and commitment. Intrinsic motivation, fueled by purpose, autonomy, and a sense of mastery, is seen as a powerful driver of change. The guest suggests focusing on recognition instead of extrinsic incentives, as recognition taps into individuals' psychological needs and fosters a sense of ownership and pride. By recognizing and celebrating progress and successes, organizations can create a culture of intrinsic motivation and continuous improvement.
Managing change with strategic speed
The episode highlights the value of managing change with strategic speed rather than operational speed. Strategic speed involves understanding that change initiatives require time and patience to ensure they are executed effectively and sustainably. This approach focuses on constantly measuring progress and adjusting timelines as needed, rather than adhering rigidly to fixed implementation schedules. Emphasizing strategic speed enables organizations to adapt to challenges and setbacks, iterate and improve, and maximize the probability of successful and lasting change.
Engaging employees through change questions
The podcast episode introduces the concept of change questions as a means to engage employees in the change process. Change questions involve using open, exploratory inquiries to stimulate reflection, collaboration, and ownership among individuals involved in change initiatives. By asking and answering these questions collectively, organizations can unlock valuable insights, ideas, and perspectives, promoting a sense of involvement and empowerment. Change questions foster two-way communication, creating a dialogue that allows individuals to share their concerns, offer suggestions, and tailor the change to their unique needs and circumstances.
Defining purpose and value with change questions
One of the key messages from the podcast episode is the significance of defining purpose and value through change questions. Change questions serve as a framework for organizations to actively inquire and explore the purpose, value, and outcomes of their change initiatives. By answering these questions, organizations gain clarity on their goals, rationale, and the impact they seek to achieve. This process enables leaders and teams to effectively communicate the purpose and value to all stakeholders, align efforts, and drive successful change outcomes.
Lynn currently serves as a senior advisor to BBH Capital Partners.
Following a career highlighted by leadership roles in engineering, supply chain, and continuous improvement in various industries, Kelley retired from Union Pacific Railroad in 2018.
At Union Pacific, she was senior vice president of supply chain and continuous improvement. She was also the executive co-owner of the company’s innovation program.
Before joining Union Pacific, Kelley was vice president of operational excellence, an officer and a member of the executive leadership team at Textron.
Kelley holds a PhD in evaluation and research and taught undergraduate and graduate statistics courses. Before becoming a professor, she held the positions of executive vice president and chief operating officer of Doctors Hospital in Detroit.
The podcast is sponsored by Stiles Associates, now in its 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more.
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