increasing its effectiveness in the two

key behaviors selected for all team by maximizing the surface area
members. Provide the team with posi-
tive recognition for increased effec-
tiveness in teamwork. Encourage
Built to between the organization and its envi-
ronment so that no one is more than
one step away from a regulator, sup-
team members to keep focused on
increasing their effectiveness in
demonstrating the behaviors that they
Change plier, labor leader, or customers. There
is a strong external focus.
• Information systems facilitate
are trying to improve. Seek advantages. change by making a variety of busi-
12. Have each team member conduct
their brief monthly progress report ses-
sions with each other team member. Re-
T ness information widely available and
transparent to all members.
• Decision-making speed is increased
administer the mini-survey (in by moving authority and responsibili-
four-month intervals) after eight ty to the place where action can be
months from the begirming of the taken and information about cus-
process and again after one year. tomers is available.
13. Conduct a summary session with • A pool of talent that thrives on change
the team one-year after the process has by Christopher G. Woriey and is hired, developed, and retained.
started. Review the results of the final Edward E. Lawler III • There are no jobs—^people seek
mini-survey and ask the team mem- work assignments based on their
bers to rate the team's effectiveness on
where we are vs. where we need to he in
terms of working together as a team.
M ANY ORGANIZATION DESIGNS ARE understanding of strategy.
outdated, and fresh thinking is
badly needed. But what should these
• Reward systems recognize the devel-
opment of relevant skills and knowledge.
Compare these ratings with the origi- new organizations look Uke? • Rewards are tied to strategic combi-
nal ratings that were calculated one Organizations should be built to nations of individual, team, and busi-
year earlier. If team members follow change as quickly as their operating ness performance.
the process in a disciplined fashion, environments. All of their • Leadership is a "team
the team will see a dramatic improve- features—such as strategy, sport." Individuals are
ment in teamwork. Recognize the structure, and HR manage- expected to take on leader-
team improvement in teamwork, and ment—^must not only con- ship roles when change is
have each team member (in a brief tribute to performance but called for
one-on-one dialogue) recognize each be changeable as well. Built-to-change
of his her colleagues for improve- Two principles should organizations also pos-
ments in behavior that have occurred govern the design: sess a strong orchestra-
over the past year. 1. Pursue a series of tion capability, coordi-
14. Ask the team if they believe that advantages. Unlike strategic nating the achievement
more work on team building will he plarming that worships the of temporary advantages by
needed in the upcoming year. If the team mythical sustainable advan- promoting a clear under-
believes that more work would be tage, change organizations standing of the strategy, pro-
beneficial, continue the process. If the develop a series of temporary competitive viding relevant information, and keep-
team believes that more work is not advantages. Instead of static SWOT or ing strategy, capabilities, and design
needed, declare victory and work on industry analyses, they commit to an elements in dynamic alignment. They
something else! ongoing strategy process that continu- see the ability to implement strategy
This process works because it is ally develops and refines a range of pos- as the key to long-term performance.
highly focused, includes disciplined sible and preferred future scenarios. They spread change management skills
feedback and foUow-up, does not waste With scenarios in place, they identify a and knowledge to build a critical mass
time, encourages participants to focus robust sequence of product/ser- of capability and encourage change.
on self-improvement, and provides vice, technological, and market posi- The built-to-change approach is a
frequent feedback and reiriforcement. tions that will create high performance new way of organizing. While it is easy
We challenge you as a team leader to over time under a range of conditions. to say that demographic changes and
try it! The down-side is low. The pro- 2. Seek dynamic alignment. Focus on global political trends will affect orga-
cess takes little time, and the first mini- the dynamic alignment among the value- nizations in the future, it is hard to
survey will show quickly if progress is adding capabilities, structure, informa- know what those trends will mean
being made. The "up-side" can be very tion and decision-making processes, and what trends and technologies are
high. As effective teamwork becomes talent, leadership, and rewards. coming. What is next out there is any-
more important, the modest time Assume that the features are changing body's guess. But the best way to pre-
investment you make in this process and need to stay in alignment over pare for whatever happens is to
may produce an exponential return for time. Change organizations fear being confront and abandon the assump-
your team and organization. LE caught off guard. They spend much tions of stability and embrace the prin-
energy ensiiring they have the capabil- ciples of design that promote and
Marshall Goldsmith is an executive coach and co-author or editor ities to implement their strategy. They sustain organization change. LE
of 19 books and co-host with Phil Harkins of A d v a n c e d
Coaching. As an executive coach, Howard Morgan has led major
also focus on evolving them to achieve Edward E Imiler IE is a distinguished pm^ssor at Ihe USC Maishall
changes initiatives. He is nuttmging Director of Leadership Research a string of competitive advantages. School of Business and director of the USC Center for Ej^!ctrve
Organizations. He is auSmr of Txnt People Right! Christo-
Institute and member of Alliance far Strategic Leadership
www.marshaUgqldsmith.com
They also design their features to be pter G. Wbrfey is a nseardi scientist at Ste USC CEO and author of
changeable: Integrated Strategic Change. www.marshall.usc.edujceo
ACTION: Engage in team building. • Structures are made more flexible ACTION: Design to change.