Vision to Action – Creating and Implementing Strategic Transformation

Jim Moise

Vice President of Global Supply Chain at Modine Manufacturing Company

Learning Objectives

To successfully drive change requires a unifying vision and an engaging methodology. Join this session to learn how to engage stakeholders and team members in creating a vision and a methodology to strategically transform your organization. A methodical, proven approach will be described, including examples, timing, and a sustainable process to drive your transformation .

Key Takeaways:

  • How to engage your team to create a vision and mission

  • Creation of the pillars that support your vision and mission

  • The process for engaging your team to translate these pillars into projects that will fuel your transformation

"Like any journey of 1000 miles, it starts with first step. And that first step is doing the visioning and mission session."

Jim Moise

Vice President of Global Supply Chain at Modine Manufacturing Company


Hi, I’m Jim Moise. And today I’ll be sharing vision to action, creating and implementing a strategic vision. First, a little bit about myself. I started my career in engineering, working in aircraft. So I worked a number of years that McDonnell Douglas, which is now Boeing, Lockheed Martin, and then I moved over to automotive, and I was a project engineer at Johnson Controls interiors, and then moved to commercial vehicles. And I worked at Volvo Trucks, North America, where I was a project engineer, and then eventually had global leadership over a portion of the vehicle and design. And from there, I moved on to Navistar international trucking bus. And while I was there, I started in engineering moved to program management. And then in 2002, I moved into procurement and I worked my way up to a variety of positions to director and then I moved over to a joint venture with Caterpillar and Navistar and c squared, where I was the executive director over procurement and supply chain. Unfortunately, like most, most joint ventures it, it went away. And I rolled back into Navistar where I was the VP of global procurement. And then in 2013, I was recruited to join the Third Bank. And Fifth Third, similar to NC squared, I was really brought in to build an organization. And so I saw this very challenge, completely different industry going from direct procurement to indirect. And I joined fifth, third and early 2013. And I was there for about three and a half years. And during that time, we we built an organization, we implemented process. And it’s really here where I really started using the methodology that I’ll curl present today. And so after about three and a half years that it third things were in good shape. I really wasn’t a banker. So from a career standpoint, I decided to move on, and I was recruited to join Modine manufacturing, where I currently am and Modine is a manufacturer of thermal heat exchangers in the vehicular space, the industrial space in the building effects space. And so I was brought in, I knew some people there from from my past, and I was brought into take a very nice centralized, non common supply base, organization. And then I took that organization and the goal was to make a centralized organization carbonized process, drive performance. And still there, but then with Modine over four years, and along the way, while I was in Cincinnati, Fifth Third, I was a board member of the minority business accelerator from 2014, to 2016. And before all that education lies, graduated with a couple engineering degrees in 1986, from the University of Kansas. And then in 2004, I got my master’s degree in management or behavior. And so a lot of the things that I learned in the Ord behavior piece kind of rolled into how to drive a vision and a transformation. So let me go to the methods. So really, when you start a transformation, you have to have a philosophy, you have to think about what you want to do and where you’re going to go. And so, you know, there’s a lot of signs, a lot of different sayings, but if you don’t know where you’re going to go, you don’t know where you’re gonna end up. So you have to set a vision. You know, Deming talked about if you can’t describe what you’re doing is a process. You don’t know what you’re doing. And so is as I did the the build of the organization at NC squared transformation at Fifth Third Bank, the transformation in Modine really the biggest piece was how do you create that vision? How do you have the team worked with you to create it? Because you need their buy in? And then how do you from that vision, create strategies. And then from those strategies, you have actions and actions lead to results. And at the end of the day, when you follow that process, you get world class performance. And so is you’re trying to create that vision and take it action. There’s some really helpful steps and techniques that I’ve used that have been quite successful.

And so the first piece really is creating that vision. And when you create it, it’s for you to have a visioning workshop. And what you want to do is make sure that you’re including team members, who will be living in implementing the vision that they create, and the strategies that they can put together. At the end of the day, you’re gonna have a lot of people in a workshop. But if you have more than 30, people, it really becomes difficult to manage. So you know, if possible, you need to take people from different levels, but you also want people that are going to be helpful to the process constructive to the process. Sometimes it’s good to have somebody in the process that is kind of a no naysayer, because of that person comes out of the process with the vision and believes in it, then a lot of other people in the organization will say, of that person with their negative attitude is is willing to do this, then there must be something to it. So don’t just bring in the people that you know are going to agree, bring in a variety of people bring in leaders bring in people who are single contributors and in between. and if possible, it’s great to have everybody in the same room these days with COVID. And just geographical challenges, that’s not always possible. But if it is possible, it really works well. Because once the chemistry begins, you actually get a lot of folks having fun, you know, a lot of ideas bouncing around. And it’s just a little easier if they’re in the same place. When you start to workshop, however, it can’t be a free for all. So you have to start with some boundaries for the vision. And you really need to start with your corporate vision and corporate values, the worst thing you could do is create a vision that doesn’t align with what your business needs. So start with a corporate vision and a corporate values, and then be clear to the group that the vision has to fail, then those vision, the corporate vision and the values, and also state the needs of the corporation. Again, we’re all working at companies, and we all are tasked with creating deliverables and creating value. And so you can’t be going in a different path than what the company needs. So state the needs of the corporation, state the needs of your group, what your outcomes are, what your goals are. So set those boundaries. So you know, and if you see the group starting to go off in a direction that isn’t there, then you know, be a good moderator and make sure you pull them back in. And you know, it’s good as you break up into small groups to, you know, have some people that that you’ve talked to, that will probably be leaders in some of those groups, and make sure you kind of coach them to keep everybody you know, aligned with what the corporation needs. And so as you break into groups should be from two to six people in size. Better to have, you know, four to six, if you update, that’s fine, if you get over a gets unmanageable. And again, should be a mix of level in each group. So What you don’t want is all senior people in one group and junior people on another. And then the people in the junior group feel that their their input won’t be valued. And then choose leader in each group. And one of the important things is that the most natural things that happen when people are going to group is that the highest level person tends to be the leader of the group. And you need to actively make sure that doesn’t happen. So choose a leader for each group. You do all of this ahead of time you prep those people out of time. And and then make sure that they keep things aligned. And then the other thing to start with at the beginning of the workshop is stakeholder feedback. So if you can get somebody to come people that come in person,

if it’s the corporate executive over your group, unless you’re the CEO, there’s somebody over your group, if you’re the CEO, you hit the board members. But here’s somebody that at a corporate executive level to come into the group and talk about the importance of the group, the importance of the workshop. And in that the performance they’re looking for. And also have them talk about corporate vision and values and how the particular group that you’re working with fits in the feedback. You should give good feedback about expectations that come from internal customers and executives of the company. So one of the transformations I lead it, Fifth Third Bank, and procurement group wasn’t seen as very valuable. They weren’t seen as being interactive. They had some positive things as well. But make sure that you’re creating a vision for the group and you’re addressing them before they start. That they really understand where they fit into the company and also the positive things they’re doing. Things that the group needs to do better, you have to be you have to be positive, but you have to be truthful. And that way they can understand where they need, where they’re at, and where they need to be and start talking about how to get there. So once you have all that you’re in the room, then you need to create the vision. And the reality is, most of the people in the room have never been through this type of exercise. And because they don’t know what to do, and because you’re asking them to be really more creative than maybe most of them typically are, unless you’re in the creative marketing group, they’ll tend to go into the weeds, they’ll, they’ll tend to get into details that they’re comfortable with. Everybody likes to gravitate toward their companies out of their comfort zone. So provide examples of vision statements, you can go out on the internet, there’s a variety of them, vision statements typically tend to be very short statements, and they’re very high level. So go out, take a look, find some providers examples. And that way people have an idea what you’re actually asking them to do, and then have a group discussion on what the vision should be. So you need to get the team going, because they’re gonna sit there again, not having done this before, most likely, and be a little paralyzed. So get the team gets team going, talk about what they think the group needs to do, again, within the context of what company needs the group to do, and board the ideas. So you know, you can have a whiteboard, you can have paper, you can have a computer and project up onto the screen, but start jotting these things down. And as you jot them down, people will start feeling more comfortable with what you’re asking them to do, they’ll be a little more interactive. And so in the large group, you kind of get them going, you kind of get them comfortable. And then from there, you kind of put up the groups that you’ve pre determined, so you break them into groups, you have a leader signed, you talk about that. And then you break them up, and you give them 30 minutes each, or 30 minutes. So they can each create a vision statement. And you as the leader shouldn’t be in one of those groups, you should be a moderator, they’ll be looking at you as the leader to give them the answer, because that’s what most people are used to. And you don’t want to do that you want them to do it, you want them to own it, you want them to be creative. And so the best thing you can do as a leader is to walk around, visit the groups and help them get going. give them ideas, throw things out, challenge them a little bit, but but keep moving and don’t be part of the group. And then once you the 30 minutes are up, have each one of the groups present their vision statements. So they again, whatever your format, they can write it on a sheet of paper and put it on a whiteboard. You know, you can type it in, in your computer, and you can project it. But you want each one of them all of the people in the group to get up and explain what they mean by their vision statement and why they believe it. And so after you go through all of the different groups, what you’ll really find is, they all have a lot of really good ideas, some of them will tend to be similar, and someone will tend to go in directions that you wouldn’t even thought. So you let everybody get up there present. And then you pull the larger group back together and you take 30 to 45 minutes and open dialogue and start talking about you know, who liked what and why do they like it. And again, use the leader,

you’re the moderator, you’ll lead the conversation. But try not to be too overpowering. If things are really floating so far, that you’re not coming together, then you may have to be a little more, you know, controlling. But generally speaking, what you’ll find is the ideas start bouncing around, some people will be more vocal, sometimes you have to pull it out of others, but they’ll start converging on something that they really like and that they really believe in. And generally there’s kind of an excitement. And typically when I started these meetings, you know, I begin with coffee and sugar, you want them jet, you want them energized, you want them to get going early on. So that usually kind of gets them going, then kicks the meeting off well. And then when you’re done with a vision statement, and you kind of come together, you take a little bit of a break. And then you do the same thing for a mission statement. So you provide examples of a mission statement. You know, the difference between a vision statement is very high level. The mission statement is really more particular to the type of actions that your group will do. And so once you once you’re done with vision, you take them through the exact same process and what you’ll find with a mission statement, you know, now that they’ve kind of done this once, they kind of get going on it fairly quick. Generally the mission statement is a little easier. Hear, because most people really understand what their group is there for. And they’re, they’re more comfortable with the mission statement. And again, you get them to present each statement, then you have an open discussion. And at that point, generally, you’re pretty pretty in pretty good shape after a couple hours. In generally, there’s a break in between the vision statement and the mission statement to give people a breather and kind of coffee a little more. But generally, after about, you know, two and a half hours, you’re in pretty good shape, you’ll have your vision statement and mission statement. And then you have to decide, based on, you know, your, your company, your calendar, what’s working for you, do you push on, and how far do you push on. But before you break up, you want to make sure that you have a path forward. The next step is that you’ll want to create a visionary house. And again, that depends on whether you want to take a full day, you have to know your your group, you have to know how much energy they have, how much energy they don’t have, sometimes it’s really good to to just do the vision statement and the mission statement, and then come back a few days later or a week later, and do the visionary house, and the mission and the strategic house. So the next step is creating a visionary house. And I’ll show you examples in a minute. But but this is a tool that captures the vision and mission statement, it breaks the vision and mission into main pillars that are required to implement the vision. So the this is these are the tools that take you from those statements, and begin the journey to actually implement what you what you’ve talked about. And so you know, it defines the infrastructure required to reach the vision and accomplish the mission, it’s typically a high level document. And it is typically will be very similar in any organization. The thought of the visionary houses, you know, your vision shouldn’t change every three to five years. Unless the vision of your group or your corporation changes. Maybe you have a merger or a new CEO, that sort of thing. But typically, the vision is the vision. And it should be something that’s three to five years, providing an example and in this presentation, you’ll see the examples. And then during the discussion, many actions will be offered. And so what will tend to happen is when you get to the visionary house, people really like to get down into the details. And so they’ll start talking about more actionable items than strategic items. So capture the actionable items that will help you get your vision in a parking lot. But they don’t really go on to the visionary house. visionary house basically is as a stated division, the mission and the main pillars, and then some of the foundational elements, then the next thing you do is after you create the visionary house, then you create the strategic house. And the strategic house really is the tool that defines and captures actions required to meet the visions. So this is when you pull out all those parking lot items, and pull them out, start discussing them. Talk about additional actions.

And then similar to the vision, some of these actions may take three to five years to implement. And that’s okay, if you don’t start something you never finished it. But the goal is really to turn these different actions and items in these different items into SMART goals and prioritize the actions. And then for each action, a group will be assigned and led by a manager or leader, level person in the group. And so I think the key thing is when you talk about going from a vision statement, to actually transforming the organ organization, what typically happens is you get together you have a very nice meeting. People get all excited, they put together the vision statement, they put together the mission statement, and it falls apart at that point. People don’t get back together again. They don’t really work on tangible things that take you to actions and those actions and drive results. And so this this piece of the visionary house, and then especially the strategic house, that’d be becomes a key driver to actually creating a transformation. So when you look at the visionary house, this is one that that we put together for our direct procurement team. You know, we came up with our vision by collaboratively working with our internal customers and global supply buyers to provide Modine with the right to win. The right to win was some verbiage at Modine. It talked about You know how we we are doing the right things. And if we do those, we get into the marketplace, and we have the right to win. So you know, think about some of the verbiage that you may use in your organization as you come up with these statements. And then with with the mission statement, you know, we said direct procurement provides enterprise leadership and managing the supplier lifecycle for the totality of Modi’s global supply base, we achieve a lowest total cost of ownership, best in class quality, superior cash management, and seamless integration of acquisitions through strategic focus, developing our team, lean global processes and continuous improvement. So again, the vision generally is is a shorter statement, the mission, it gets a little word here. And then you talk about what are the main pillars that are going to support that vision and mission. And again, for their direct procurement team, we said value through partnership, and then we had some high level bullet points of what are those things that we need to do to collect the value through the partnership. And so you know, we talked about understanding the needs of internal customers, provide managed suppliers, without them cost, quality and delivery, enable business units to grow business with our customers, and then provide spend data to allow business units to optimize for profit loss. And then we talked about one of the other pillars is strategic sourcing. So we have to be strategic get away from the tactical, we have to capture, measure, analyze, manage spend, we leverage the value of our business, we developed commodity strategy, stop, optimize quality, cost delivery, develop our people in a world class team and effectively manage cash.

And then, similar to what the Deming statement earlier, we have to have efficient global processes. And for us, in this case, we were going from a very regional based teams into a centralized way of working, we had very different processes, we did things very differently. And so some were somewhat efficient somewhere, somewhere in between. So we want to ensure our processes comply with corporate and regulatory audit requirements of being efficient, easy to use, we want to colonize our processes and systems globally. And we want to be proactive in preparing for future acquisition requirements. And for Modine is a true manufacturer, we consume a lot of raw materials, so a lot of aluminum and copper for heat exchangers, some steel. And so we our biggest spend is raw material. And when we looked at what we were doing, we realized that to meet our vision and to perform our mission, we really had to be excellent in raw material management. And at the time, we learned we didn’t have people devoted to it. So we needed to understand the risk associated with aspiring customer agreements, increase our leverage and minimize complexity by optimizing controlling materials, usage, and develop market expertise and proactively manage our raw material spend. And then the other piece was we needed a global integration with our business units. And so we want to identify and execute opportunities for synergies, maintain characteristics, which provide business units or competitive advantage, and then integrate various team members and processes into a one Modine procurement way of going about it. And then when we look at the infrastructure, which is the foundation of the house, we looked at people processes, risk management, information and data systems and extended enterprise. And then we looked at the characteristics we needed for each one of those things. And I’m not going to go through all of them, because they’re, they’re quite many. But we looked at those things. And again, a lot of these things would be in the infrastructure, very common from one company to the next. But but the pillars, and you know, supporting the mission and the vision, there’ll be similar, but they’ll vary. When I did this for Fifth Third Bank, some of the things are the same, a lot of the things around the the pillars are different, because the bank is largely indirect and it driven manufacturing, very direct material driven. So once you have your visionary house, put together, then you move to the strategic house. And this is where you get into taking that vision and mission and those pillars to action. And so you know, in value for partnership as an example, we needed to start having reviews of business units. We wanted to create a supplier work program and we want to create a best in class VAP process and templates. And so then you take those items from the pillars and you create smart targets. And so down below in literally and you can see that some of these we completed Some are still in action. But but we would put we would create at the bottom smart targets and then we would create teams. And we would ask people to volunteer and again, have a leader of those teams for we would create teams that would then go and execute on the smart targets. And what we would do is we have our sourcing Council, and every quarter, we would, we would pull up these in review them in front of the entire group. And so we would give the teams an opportunity to talk about what they were doing. One of the things we would do is from a management perspective is the teams are working, we would have regular check ins, what you don’t want to do is is the top level manager is having the teams go so far, if they’re drifting off, and, and then they present something they’re really proud of, and then you say, it really doesn’t make any sense, you went in the wrong direction. So is the teams are working, you have to continue to check in with them, make sure they’re working in a good direction, give them some guidance, if you think you’re going off, but you do want them down on what they’re doing. And so, you know, you can see on a variety of the smart targets will have a variety of dates. So if you look under excellent raw material management, under the smart target number one, to find new structure by 1031 17 and implement by 1231 17. So we changed our org structure, because we realized how we were doing, going about raw material management, we just didn’t have the right people involved in the right structure. So some of these things will be very processed, driven, some may affect org structure. So maybe a little more tactical,

in just like implementing a system in one division that that you didn’t have in another division, but the key pieces, you literally get to smart targets and things people are going to work on, and then the team start grinding away. And so the houses really look great, they’re a great presentation tool for external to the group. But then you need a tracker. And this is just a simple Excel tracker. And we add each pillar, we put each project description underneath it, we add the smart target that was on the chart, and then we put the team who was leading it, who the team members were, and then their plan, and then their status. So this, this actually becomes much more of a true project tracker, whereas the the houses are much more of a high level document. But again, as you have these things, in that you put together who’s on the team, they start working on it, the great thing is, is these teams put them together, and they present them, you get incredible buy in on these projects and why they’re doing the projects. And especially at Fifth Third Bank, it was really an interesting transformation, because people wanted to get better, they wanted the group to be successful, they wanted to be seen within the company, as a valuable group. And is, is we worked on these things, as they bought into the concepts, they were really enthusiastic. And, and we had great products, work products, we really changed the image of the group, our our performance was incredible. And it just it was a group that went from being kind of the neglected child that wasn’t cared for, to being really proud of what they were doing and really energized. And when you have that all of our engagement scores drastically went up. But when you have that the performance goes up. And you really, you really become a high performance group and a high performance culture within your group. So the engagement and the people owning this is really a critical piece. And so as you’re going through this process, you know, leadership focus is key to implementation. So when you have various meetings, I particularly have monthly group meetings, we include the completion of strategic house actions. We also put these into people’s performance reviews. So we make working on these teams we make completing these things part of their performance review. So it says that you have a meeting and you say this is important, but you have to have the follow through that they really believe it’s important. And then we created the cadence for reviewing the progress on the initial belief leader of the group has to be a champion within the greater organization. So as the group sees roadblocks as they want to change things, you’re the leader you have to break external group you really have to break the roadblocks and sometimes internal will the group and if you need funding, you have to go fight for the funding were required. So one of the things that Fifth Third as well as Modine for indirect we had no procure to pay system and in both cases, you know, my job As leader, I had to go fight for that funding, get that approved. And then the team implemented it and really had some very good success. And as I mentioned earlier, the house has really become a public relations tool for the group, you can discuss what you’re doing with internal customers to define how the group will support their needs. And vision includes other functions as well as business units. And it defines what the group is really focused on who you are, and how you’re going to get to be best in class. and utilize it within the group to document the progress and evolution. It’ll be amazing. As you look at six months, if you look back, or after a year, you look back, and you’re putting these smart goals out there, and you’re achieving SMART goals. And you’re creating efficiency in your trading category strategies. You’ll look back after six months, and especially after a year, and you need to celebrate that victory. And all those victories and let the group know how much you’ve changed, and then how much performance is improved, and how you’re going toward your mission and your vision. And so one of the key things when you when you have your session, if you just do the the vision statement and the in the mission statement. At the end of that, that app activity, you show the timing your expectations, view everything in one day.

I really wouldn’t recommend that because it’s really hard to do it all in one day. But generally do the vision and mission statement that first day everybody will come out energized. But what you have to do is then come back within four weeks. And throughout those four weeks, you’re working on it. But you have to have at by week four, you need to define the pillars and complete that visionary house. Because again, people will think that they’re just going to get together, they’re going to talk about this. But if they’ve been through this before, a lot of times these activities don’t go anywhere. So when they see this, this timing and rollout, and then you come back and you make sure you’re hitting these days and you’re driving the group, all of a sudden, they’re going to realize that you’re serious about what you’re doing. And they’re going to be more enthused, and they’re going to drive to it. And so by week eight, you really want to compile the list of projects and prioritize them that will go into the strategic house and become sparkles. And then bye, bye, week 12 you need to agree on those things. And then you need to find the leads and the teams, and then the timelines for the projects. And one of the key things that that you’ll find as you’re completing that strategic house, is depending on where where your organization is, there may be a lot of things, there may be more things and you can as you start listing them that you can think about getting done in five years. And part of what this this process is about is really capturing all those things, but then working and pray doing them and determining in what order you’re going to work on the different projects. And so a lot of times what you’ll find is through a transformation, a lot of activity happens. But then you get six months out and you turn around, and you can’t figure out what you completed. A lot of times, that’s because you’ve started so many projects, and you haven’t finished any of them. And so the key thing about the strategic houses, when when you look at that example, there weren’t so many things on there for an organization that has, you know, 70 people in it. So when you start putting the things that you’re going to work on, put timelines, work on them, complete them, and then take the next thing from that list. So what we would do on the on the tracker sheet, the Excel spreadsheet, is we would have all the parking lot things that didn’t make the first list. And then as we completed them, we complete them in the strategic house, we celebrate the victory, we roll out the changes, whatever that change may be. And then we go to that Excel spreadsheet, we pick the next thing, we take the one off the strategic house or put the next and you just keep cycling through the ideas. So don’t get bogged down by having or worried by having so many ideas. A big piece of week 14 completing the strategic house is sorting through all those ideas, prioritizing which ones you’re going to work on first, and then really rolling it out. And so between week 14 and week, 16 year old up to the stakeholders, and then as you as you start going beyond week 16 then you really incorporate any feedback you get from the stakeholders. And again, these are functional owners, these are business unit owners. you incorporate it because again, you don’t want to be working on things that the business doesn’t value. So take that feedback when you roll out the strategic house the draft of it, take that feedback and things should be taken off or reprioritize Listen to listen to the stakeholders, because as you grow your group, and you want to grow the value of your group, you need those internal stakeholders to say, hey, these guys know what they’re doing, they’re doing the right things, they’re spending their time and effort on the right things, and they’re gonna make us a better company. So rolling it out to the stakeholders, incorporating their feedback, and then launching the projects, don’t miss that step. This is not just an internal activity, you’re affecting the entire business that you’re supporting. And you have to make sure that they’re buying into what you’re doing. And when they do, and then you do what you say you’re going to do, and they see the results, you start building a really positive momentum. So it’s really important that you do that. And when you think about stakeholders, again, it’s your direct supervisor. And above if they suggested business unit leaders, and then other functional leaders that that your group serves. So a lot, a lot there. But let’s talk about lessons learned, you know, having done this now, three times. Naturally, this will be the lowest priority, not just of the larger organization, but it will be the lowest priority of your group, you’ll walk out of those sessions, and they’ll walk right back into all the daily issues that that

work emergencies, all those things, and they’ll start to take priority. So again, make this part of the goals, part of your your annual performance reviews, talk about it have reviews, the leader has to be have a consistent and constant focus on keeping the process moving forward. The other thing is, is the organization’s appetite, you have to gauge the appetite of your own group as well as the larger group, the company Before you begin, and you also have to understand your culture of your company is it interactive is a command control. And then is the organization, your organization and the company in a place where this is going to be accepted. And so you know, rolling this out of the third, everybody, the larger company, the group, they really had an appetite for this, and it worked great. It Modine man, different culture and a little more command control, old school manufacturing, little more skepticism, a little less engagement. It worked, it took a lot more effort. So I think as you’re thinking about how quickly you can move, you really have to gauge the organization’s appetite, and set your goals accordingly. And then be flexible with timing. So this is a new concept for most people. And, you know, you’ll have a number of skeptics, you’ll need to fight the urge to force feed is acceptance, and overall timing. So you have to be firm, you have to drive it. But if you try to shove somebody’s head into it too quickly. And also balance it with other goals. I mean, the reality is, you have other goals that your organization is going to have to achieve cost savings, whatever it may be. So you have to balance your effort with other goals. And you have to be willing to adjust timing, but not to set the whole thing away. Another key piece is celebrating progress. Review the progress during your all hands meetings, have team members, as I mentioned before presenter progress and success, look back on a biannual basis and point out the progress and the benefits of the changes. It really really drives positive momentum when you do that, and thank the team and then steer the direction set guardrails during the vision and mission senate sessions. Have managers have been prepped to lead the team so they don’t go off into left field. And then review the direction with managers periodically to make sure you know they’re they’re staying in alignment. It’s a it’s an interesting journey. You like any journey of 1000 miles, it starts with first step. And that first step is is doing the visioning and mission session. And then having that constant focus and moving moving toward it. So I hope you enjoy this. If you have any questions, I’m sure through courts, you can get ahold of me. I’d be happy to assist anybody that needs to do this. But if you if you do it and you do an enthusiastic Lee as leader, the people buy in and you’ll have a great experience. And you’ll look back in a short amount of time and see the change you’re driving and the performance that this process will get you get you to so thanks a lot

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