Page 162 - Just Promoted A 12 Month Road Map for Success in Your New Leadership Role

The Diagnostic Process 147

that you have been hired because you are the immediate expert and have all
the answers. Project your commitment and strength by stating that you need
and value all the help and input you can get. Demonstrate that you expect suc-
cess, through your approach and your ability to ask the right questions. You
will build confidence by making the tough decisions whenever needed.
The diagnostic process intentionally gives the impression of order. But it
may create discomfort, some dissonance, and tension. There’s a lot going on at
once in addition to the organization’s regular work. Reassure people. Build on
each other’s hopes for a stronger organization. Listen to what people are say-
ing, to their concerns. Encourage your people. Give them your time. Remind
them that the process works and, in the end, the organization will be stronger.

Designating Support and Consultative Resources
Consider the type, if any, of support services the steering committee or the var-
ious task forces may require. Consultants, internal to the company or from out-
side, can provide three types of key assistance: (1) help with the design of the
diagnostic process, (2) help with technical aspects of the organization’s work,
and (3) help with conducting aspects of the analysis and implementation.
Consultants can provide assistance with the design of the diagnostic
process itself. One of the steering committee chair’s critical roles in the diag-
nostic process is facilitation. The chair’s primary concern as a facilitator is to
ensure that the diagnostic process is well organized, functions smoothly, and
stays on schedule. A process or facilitative consultant can be assigned the fol-
lowing tasks by either you or the chair:

■ Help ensure that the steering committee, and each task force, develops a
reasonable approach and schedule and adheres to the schedule.
■ Assist task forces and ensure that each member’s input gets a fair and
reasonable hearing.
■ Help the steering committee and task forces resolve conflicts and
develop consensus.
■ Help ensure that the steering committee and task forces adhere to a
problem-solving model, that alternatives are fairly considered, that solu-
tions evolve from reasonably considered alternatives, and that recom-
mendations fit the conclusions.
■ Act as a source of ideas for creative problem solving and innovative
directions.