Summary
Constantly improving processes and embracing an iterative mindset can be difficult. In this session, I’ll share unexpected hurdles I faced while leading large-scale changes and how you can avoid them. We'll dive into key moments where I hit roadblocks and more importantly, I'll share the valuable lessons I learned the hard way. Let’s turn my “list of things I wish I knew” into actionable best practices that you can apply to lead change more effectively.
Key Insights
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Rapid team growth can drastically reduce process maturity, requiring reevaluation of tools and workflows.
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Jumping to implement change without fully vetting feedback risks causing bigger disruptions.
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Considering the urgency and impact of feedback helps prioritize which issues to address first.
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Feedback should be treated as data, distinguishing between outliers and widespread concerns.
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Locking processes against changes for set periods (1-2 months) fosters stability and sustainability.
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Piloting changes with a small group before full rollout uncovers hidden issues and builds stakeholder support.
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Setting measurable goals tied directly to the problem ensures meaningful evaluation of changes.
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Documentation of change rationale, decisions, and outcomes prevents repeating past mistakes.
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Building in testing time may require creative workarounds to keep teams functioning during pilots.
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Managing leadership expectations involves empathizing with their urgency while communicating team capacity and needs.
Notable Quotes
"You should assess feedback before making decisions; implementing feedback right away can cause the wrong solution or disruptions."
"I often lock a process against changes for one to two months unless a major issue arises."
"Pilot and test your ideas before committing whenever possible to avoid unnecessary disruption."
"Feedback is data; sometimes there are outliers, so it’s important to understand if feedback reflects the majority."
"Documentation helps explain the rationale and revisit decisions in the future, preventing repeated mistakes."
"Use pilots as a tool to get buy-in from stakeholders and provide evidence for why change might be needed."
"Sometimes it’s easier to pitch a change with a smaller group rather than rolling it out to everyone at once."
"Set measurable goals connected to the specific problem to track if a change is effective."
"Managing change well is about the experience and buy-in of your team, not just frequency of change."
"Not everything that is faced can be changed, but nothing can be changed until it is faced. - James Baldwin"
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