Page 156 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

The Diagnostic Process 141

equally applicable for start-up organizations, in which there is generally less
“history” to overcome but there are still challenges to meet in establishing a
strong, sustainable organization.

THE ORGANIZATIONAL ANALYSIS PROCESS
An effective analysis can be conducted in a number of ways. We will describe
a step-by-step process that we have found to be very useful. Precise steps and
time frames vary by organization and circumstances. While we describe a
process involving many people from your organization, we cannot emphasize
enough the importance of your involvement as the chief diagnostician. You
are as good as the information you get. Involve your people extensively in the
process. But talk to people, dozens of people, in and out of your new func-
tion. We call it 360-degree input, which is a type of feedback that is invaluable.
Ask dozens of people dozens of questions if necessary to build your infor-
mation base.

Sample Steps and Time Frames
A. Appoint a steering committee representing
different levels and functions within your
organization. Weeks 2, 3, or 4
B. Designate the support and consultative
resources, if applicable. Weeks 2, 3, or 4
C. Create a statement of the steering committee’s
mission and scope of authority. Weeks 2, 3, or 4
D. Develop a timeline and activity schedule for
the process. Weeks 2, 3, or 4
E. Steering committee identifies critical issues
to be studied. Weeks 4, 5, or 6
F. Delegate critical issues to task forces, designating
leaders from the steering committee, selecting
representative task force members from across
the department or organization to complete
the task force membership. (As a rule, steering
committee members will serve on no more
than one task force.) Weeks 4, 5, or 6