One of the world's most dangerous jobs: change agent

This article (registration required, sorry) from Booz & Co's "Strategy and Business" will send a chill up your spine. The article, "Stand by Your Change Agent," by Stratford Sherman and Marisa Faccio, describes the results of a survey of 84 change initiatives between 1995 and 2005.

The initiatives themselves were successful, in the main: 85% met or exceeded the goals set out for them.

The leaders, though, didn't fare as well. Sherman and Faccio write: "Some 70% of the executives who led these major transformations went unrewarded, or were sidelined, fired, or spurred to leave."

The authors go on to describe types of companies at different levels of performance and how the change agent role is very risky in all but the very strongest companies. My take: large-scale changes disrupt the organization, stir up resistance, much of which gets focused on the change leader. If the change fails, the consequences are self-evident. If it succeeds, however, the pain endured in achieving it takes a toll on the person running the initiative.

If you're considering taking this role on, do it for the experience, the resume fodder, and the feeling of accomplishment if you're successful. Don't do it, however, for the recognition of your peers and leaders. Chances are, that won't be coming your way.

Business Book Hall of Fame: "War & Peace"

Heard of it?

Read it? Probably not. It's the dictionary example of a long book. And it is long. Based on some indirect prodding from Dave Snowden and Jochum Stienstra, I finally picked it up, determined to read the whole thing, in November 2008. It is now the end of January 2009, and that'll tell you what a commitment is required to finish it. (The pile of unread books by my desk is now immense.) I can also heartily recommend the new English translation by Pevear and Volokhonsky; the writing was easy to understand and felt modern and fresh.

Was it worth nearly three months of effort? Hell, yes. "War & Peace" is an amazing work for our time (or any time). There are great love stories and domestic dramas in the book as well, but for the purposes of this post I'm going to focus on how the book tackles leadership, strategy, complexity and chance.

Perhaps most amazing is how Tolstoy shoots down the historian's view of the power of individuals to shape history. Here he is explaining Napoleon's rise to power:

Chance, millions of chances, give him power, and all people, as if by arrangement, contribute to the strengthening of that power. Chance makes the characters of the then rulers of France submissive to him; chance makes the character of Paul I, who recognizes his power; chance makes a conspiracy against him which not only does not harm him, but strengthens his power. Chance sends d'Enghien into his hands and accidentally forces him to kill him, thereby convincing the mob more forcefully than by any other means that he has the right, because he has the power. Chance makes it so that he strains all his forces towards an expedition to England, which obviously would have destroyed him, and never carries out his intention, but instead unexpectedly runs into Mack and his Austrians, who surrender without a battle. Chance and genius give him the victory at Austerlitz, and by chance all people, not only the French, but all of Europe as well, with the exception of England, which does not participate in the events about to take place, all people, despite their former horror and loathing for his crimes, now recognize his power, the title he has given himself, and his ideal of greatness and glory, which to all of them seems something beautiful and reasonable. (pp 1134-1135)

Of course, when the chances turn against him, starting with the invasion of Russia, he quickly becomes a fool and a failure. Was he a genius, or an idiot? Neither, of course. He was participant in a sequence of events over which he had little control, according to Tolstoy. This is a humbling lesson for leaders of all types, who operate in the complex domain--whether that be warfare, business or politics. Events will define you far more than you define yourself. Your actions, to a large extent, will be overwhelmed by forces outside of your control.

Does this then mean that generalship doesn't matter? Tolstoy would say yes. Throughout the book he writes that the most carefully-created war plans go off the rails immediately after the battle begins, while a single junior officer, deciding on his own to attack the French flank, can have an immense impact on winning or losing. And that the passions of the soldiers have much more effect on the outcome than the best leadership and training.

In my times working at very large companies, this seemed true to me. The accomplishments of the company were the agglomeration of thousands of small efforts on behalf of the rank and file. [You could argue that company failures--Enron, AIG, for example--also work this way.] First-line managers had a big impact. Directors, somewhat. But the plans and strategies of the C-level executives, sitting in the God Pod, at the end of the day, didn't mean much at all.

Shop Talk Podcast #16 - Robert Wiesheu on Selling in Different Cultures

For this edition of the podcast, I'm delighted to spend some time with my friend Robert Wiesheu, one of the most interesting guys I know and someone who's spent more than a decade selling to customers in Europe, the Middle East and Africa. As such, he has a great perspective on what it takes to successfully sell even if you don't look or sound like the people you're selling to.

Podcast file (18.2 MB, 15min51sec)

Highlights:

1'25" Challenges in selling into different regions
5'00" Preparing to sell in a country for the first time
6'10" Is there bias against a foreign salesperson?
7'25" What to think about when preparing a product for worldwide sales
9'10" Working with in-country agents

Theme music: "Up the Coast" from West Indian Girl's album 4th and Wall.

Tags:
podcast, sales, culture

From The Mistake Bank: a comic mistake story (it's funny, too)

Please click the picture to view in a larger size.

There are lots of ways to tell a story. One perhaps underappreciated way is via comics--a narrative combination of words and drawings.

Comics artist Josh Neufeld contributed to the Mistake Bank the great story pictured above, "Past Perfect Progressive in Prague." Perhaps you'll identify with the awkwardness of adapting to a new place and culture.

Josh's most recent work is the comic book "A.D."--taking on perhaps the greatest mistake of our time, Hurricane Katrina and its aftermath. "A.D." follows the stories of six actual New Orleans residents from different neighborhoods and walks of life, through the calamity and thereafter. A powerful narrative containing real dialogue and settings, with hyperlinks to supporting documentation, it's truly an epic work. "A.D." is accessible on the SMITH Magazine site, and will be forthcoming as a printed book in summer 2009, the fourth anniversary of the hurricane.

Related posts:
"Understanding Comics"

Tags:
Mistake Bank, mistakes, comix, travel, culture

Roughnecks learn to learn from mistakes

"Unmasking Manly Men" in the July-August Harvard Business Review Forethought section had a grabby title and a thesis puncturing a resilient stereotype: one of the roughest, most macho, most dangerous industries in the world--offshore oil drilling--has developed a new work culture where workers support each other, where they are open and candid with their feelings, and...my favorite topic...where they admit mistakes and seek to learn from them.

The piece, written by professors Robin Ely of Harvard Business School and Debra Meyerson of Stanford University states that the culture change was led from above, primarily as a way to improve safety and reduce accidents. And that worked--on-the-job accidents declined 84% over a fifteen-year period. Efficiency and productivity improved as well.

This culture of candor had at least on beneficial side effect--the company developed a new assessment of leadership potential based on ability to listen and learn rather than excellence as a roughneck. [A lesson to the many many professions out there that still select new leaders based on skill in the old job vs. capability for the new one.]

I'm learning that developing a culture of destigmatizing mistakes, discussing them and learning from them makes the whole organization a lot more human, caring and fun. Oh, yeah, innovative, too.

learning, mistakes, culture, Harvard Business Review

From The Mistake Bank: Taking a new job in a hurry

From The Mistake Bank:

I was in a rut, professionally and personally. Plus I wanted to be closer to a particular girl... the result, a hasty job decision.


Find more videos like this on The Mistake Bank

Tags:
narrative, Mistake Bank, due diligence, interviewing, job offer, relocation, resigning, culture

Sales has its own culture--is this a bad thing?

I was recently part of a sales meeting where the salespeople from each region of the company descended onto headquarters, gave presentations to the senior management team, got direction, feedback, etc., then went back home to continue selling.

It struck me while I was there that I have seen this very same meeting in each company where I've had close contact, or been part of, the sales team.

And one observation I'd make is that quarterly sales meetings show how the culture of the sales team significantly differs from that of the company at large. Another way of saying this is that the sales team is not very well integrated with the company as a whole.

For example, when the salespeople emerged from the meeting and went onto the floor where everyone else works, they were clearly visitors. There was loud talking, laughter, as people came up and greeted them. Small meetings broke out, at which they discussed proposals, customer meetings, the state of the product collateral.

And then they were gone, and the office returned to its quiet buzz of activity.

That evening, the sales team went out to dinner. Just them, without other team members. And they talked about their concerns about the product, the level of support they got from marketing, operations, etc. Their feeling of being separate, on the margins.

The scene was eerily consistent with what I'd seen at several other companies, which makes me wonder if it's something that could be changed if a company wanted to.

But to me it meant that the sales team wasn't part of the overall team. And that has all sorts of negative ramifications. Thinking of it from a social networking perspective, these salespeople have strong external networks and weak internal networks--which reduces their ability to get things done in the company and therefore makes it more difficult to create strong solutions for customers. Which reduces sales. And contributes to sales turnover.

Or perhaps it would be just as bad if they had strong internal networks. Their external networks would suffer, they would have less distance from their colleagues, which would reduce their ability to lobby on the customer's behalf and demand more from their company.

What do you think?

culture, organizational behavior, social networking, sales