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212 Just Promoted!

sions, task forces, and meetings to engender the communication, problem-
solving, and information exchange processes.
Forewarned is forearmed. If people are not describing the renewal process
as “ours,” look out! Also, make a special effort to involve your support staff,
such as administrative and executive assistants and other hourly or nonex-
empt workers. Never underestimate their ability to help or hinder an organi-
zational change effort or project. They are well positioned and are often more
knowledgeable on certain issues than those to whom they report.

Inability or Unwillingness of Employees to See the Big Picture

Because they lack information, don’t believe in the vision or purpose, or are
blinded by selective perception, many fail to understand the intent and ration-
ale of a renewal effort. Make sure employees develop a clear understanding of
why and how “we” are proceeding as “we” are. Explain the vision, purpose,
and process informally and in scheduled functional and team meetings.
Encourage questions. Offer information. Concentrate on communicating the
big picture as you work on the various pieces. Repetition of a consistent mes-
sage will help your efforts. Over and over, offer the vision and the purpose and
explain the process. If you believe in the goals, other people will usually believe
in what you are trying to accomplish as well.

Falling Victim to Entropy
Organizational energy is hard to define and even harder to measure, but very easy
to feel. Energy is essential if you are going to help the organization move forward.
Regularly remind yourself of the following twist of a basic law of physics: An
organization in positive motion won’t automatically stay in positive motion. Ear-
lier, we called this tendency to regress entropy. Once you have started the process
of individuals and groups identifying ways of growing and developing, work dou-
bly hard to perpetuate the effort. At some point, your organization will achieve
and be able to maintain a new level of healthy functioning. Until the organiza-
tion locks into its new level and pace, keep your foot on the pedal. Manage
momentum by continuously tapping the sources of energy within your people.

Insufficient Attention to and by First-Line Managers
and Team Coaches
As the linking pin between you and the workforce, your first-line managers
and those who lead and coach work teams occupy a unique position. On a