When Some of the Team is Ignoring Needed Changes

“We have experienced several waves of growth over the past two years. In the first year we  quadrupled in size, and we are now ten times bigger than we were two years ago. With growth came new challenges and I’d like to see that we remove them out of our way.” (CEO, Security software industry)

Johan had every reason to believe his team was highly capable. The company had invested in people from its inception and the strong culture had certainly paid off. It was only now, after several times the team doubled and tripled in size, that the speed of change was catching on and needed some adjustment. One issue was that team leaders were promoted to higher management positions without sufficient managerial experience. There was no time to invest in preparing them. Because of the speedy growth, a second issue was that people on the leadership team were taking on multiple functions, were overloaded and did not feel their efforts were optimized. That said, there were no visible problems and the company had, if anything, exceeded its goals . Johan was initially skeptical. He did not really see the value of such an investment. He was only willing to sample the solution on one team, not because he believed in the need himself, but because of the insistence of members on his leadership team.

Not seeing needed changes, especially in leadership roles, is another common side effect of people who do not want to change. While other leaders on the team were concerned about the readiness of junior management to take on more complex projects and about their own inability to keep up with the load on their desks, Johan dismissed these concerns.

It was only after Johan saw the difference in the performances of the one team that he realized which changes were needed. The block wasn’t the fact that managers were not trained, it was Johan’s rigidity and lack of willingness to explore potential risks that was threatening the business.

“This is our first time working with a consulting company. I wanted to try this solution because, unlike other things I was offered in the past, it did not pretend to know what we need, instead it made our team better at using what we know. Now we can continue doing the many things we did right before, but the benefit is that our own principles have come to the surface and we now know how to use them deliberately, making our culture even stronger. This clarity throughout the ranks is of great benefit. I can’t recommend this solution enough.” (CEO, Security software industry)

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