Board-CEO Involvement in Innovation/Change Management
Beware of the Emperor’s New Clothes Syndrome
“You’re pretty obviously over your head and can’t really understand what we’re doing. Instead of getting people riled up, why don’t you get yourself up to speed and join the team?” This is what I was told in so many words several years ago – early in my public management career – when I had questioned the progress that a consulting team reported it was making in upgrading the financial management system of a large public transportation agency. Reflecting on that experience years later, I think what was at work was a modern version of that classic cautionary tale, “The … Read the rest
CEO Andre Colaiace on Access Services Innovation in Response to Covid-19
In my experience, significant, well-planned, and capably executed organizational change is the exception to the rule, for a number of reasons, perhaps most importantly the normal human resistance to changing. Well, I’m pleased to report that Access Services in Los Angeles County has beat the odds.
When you watch Andre Colaiace, Executive Director of Access Services, describe the safety and service innovations Access has implemented in response to Covid-19 in the video interview I recorded with him recently, you’ll understand why Andre has been such a successful Innovator-in-Chief at the helm of Access Services. Four keys to effective change leadership … Read the rest
The Change Investment Portfolio: A Practical Tool For Transformational Change Leaders
The November 6 post at this blog features Andre Colaiace, Executive Director of Access Services in Los Angeles County, CA, as a prime example of a new-style chief executive: the Transformational Change Leader. The post describes 5 key attributes of CEOs who succeed at leading transformative change, including being “laser-focused” on very concrete change initiatives that are the polar opposite of the “Christmas list” of goals found in traditional long-range strategic planning tomes.
My and David Stackrow’s book Building a Solid Board-CEO Partnership (www.governanceedge.com) describes a very powerful change-focused planning logic and methodology that have been developed and … Read the rest
Access Services’ Andre Colaiace: Transformational Change Leader Extraordinaire
Andre Colaiace, Executive Director of Access Services in Los Angeles County, CA, and a member of this blog’s CEO Advisory Committee, is a prime example of a new breed of public/nonprofit chief executive officers I’m encountering with increasing frequency around the country: the Transformational Change Leader. In a nutshell, the Transformational Change Leader spearheads one or more significant innovation initiatives that transform the organization she or he leads, making a substantial, lasting difference, in terms of organizational impact and, often, culture. In Andre’s case, his chosen innovation initiative was the transformation of Access Services’ governance function, primarily by updating the … Read the rest
Traveling the Road Less Traveled: a Conversation with Change Master Ben Limmer
In my book Leading Out-of-the-Box Change (Governance Edge, 2012), I call really significant, self-planned and self-managed innovation and change a “road less traveled,” observing that it “is not only extraordinarily difficult to accomplish, it’s also the distinct exception to the rule.” One of the most important potholes you can expect to encounter on this little-traveled road has disrupted many more than one change journey: the very natural and virtually inevitable human resistance to change. Indeed, my long experience working with nonprofit and public organizations has taught me that the psychological – often viscerally emotional – resistance to change tends to … Read the rest
Combatting the Zoom Muzzle Syndrome (ZMS)
Since mid-March of this year I’ve participated – wearing my governance counsel hat – in numerous virtual work sessions of client governing boards and standing committees, employing the popular Zoom video conferencing platform. Zooming has made it possible for my clients to reach consensus on a wide range of governance improvement initiatives, such as putting in place updated board committee structures and processes to build and maintain a healthy board-CEO partnership. There’s no question Zoom is a blessing, enabling my clients to significantly strengthen their governing structures and processes without exposing their board and executive team members to Covid-19. But … Read the rest
Foothill Transit’s Doran Barnes: Energizer-in-Chief Extraordinaire
Our readers will recall that the March 31 post at this blog, “Crises Demand Energizers-in-Chief at All Levels” (https://boardsavvytransitceo.com/crises-demand-energizers-in-chief-at-all-levels/), describes chief executives who wear the Energizer-in-Chief hat in tackling the twin challenges of education and inspiration during crises such as Covid 19. “On the one hand,” the March 31 post explains, “people naturally hunger for explanation and explication. They crave understanding: of the forces at work in the crisis, and of the extent of the danger they are in. On the other, they crave hope – that resolute, capable leadership will bring the ordeal to an end.”
You’ll … Read the rest
Beware of the Emperor’s New Clothes Syndrome
“You’re pretty obviously over your head and can’t really understand what we’re doing. Instead of getting people riled up, why don’t you get yourself up to speed and join the team?” This is what I was told in so many words several years ago – early in my public management career – when I had questioned the progress that a consulting team reported it was making in upgrading the financial management system of a large public transportation agency. Reflecting on that experience years later, I think what was at work was a modern version of that classic cautionary tale, “The … Read the rest
Leading Innovators-in-Chief: Disney’s Robert Iger and DART’s Gary Thomas
“What can I do to get my board meaningfully engaged in leading innovation and change in my authority?” I hear variations of this very important question quite often from transit chief executives in my one-on-one governance coaching sessions and educational workshops. There’s no simple answer, but the indispensable first step is to make sure you understand what’s going on in the rapidly evolving field of change planning and management. One thing for sure: traditional comprehensive, long-range “strategic” planning – for arbitrary periods like three or five years – is a blunt innovation tool. Experience has no doubt taught many if … Read the rest
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