Tag Archives: Competencies of Strategic Initiative Leaders

Organizations often use strategic initiatives as a tool for improving operations. The success rate for these process-improvement initiatives is about 1 in 3. I find it best to think of tool and process deployment as a social process of adopting an innovation. The bottoms-up approach of small wins is a useful alternative to autocratic approaches. A small win, defined by Karl Weick, is a “series of concrete, complete outcomes of moderate importance that build a pattern that attracts allies and deters opponents.” An example is provided, with the leadership lessons of defining benefits, being authentic, generating trust, and encouraging experimentation.

The word “opponent” is a bit of an overstatement for most internal change efforts.The opponent is often not a person, it is a ill-defined ideology. Recommendations: Base your conclusions on good evidence, not gut feelings. Don’t let half-truths go unchallenged; over time they become accepted truth. Continue reading →