Before Organization Redesign: 5 Questions I Ask The CEO
It is a forgone conclusion that top management commitment can make or break an organizational redesign exercise. As the latest HBR study on best performing CEOs of the world proves, doing well in business does not correlate much with doing good as a CEO. The best CEOs bet big, embrace change with both hands and meet challenges head on.
Gauging CEO support and her strengths before committing to an OD project is essential for every external consultant who wants the project to succeed. Over the years, learning from my successes and failures, I have developed 5 key questions that I put across to CEO at the diagnosis stage.
To articulate these questions in a way that they elicit an engaging response, it is important to have a clear objective behind the question( or the ‘listen fors’). Here’s my list of questions and ‘listen fors’
1. Imagine your organization on the cover of Fortune magazine 3 years from now, what would the article say about your company?
Listen For: Does the leader have a clear purpose and vision for the future? Is there a broad understanding of the future state? Is the vision grand enough to inspire but also realistic enough to achieve?
2. What will drive your organization’s growth? Exceptional product or efficient operations or customer focus, all three or none of these?
Listen For: Is there clarity on organization’s focus? Is there clarity on the core organizational competence or competitive advantage? Is the answer supported rationally with logic and data?
3. What top 3 present organizational strengths will get you there? What 3 weaknesses might hold you back?
Listen For: What is the gap between current and future state? Asking to rank strengths and weaknesses provides an understanding of what should be preserved. It also gives insights on how the does the CEO analyze issues and take decisions.
4. What is the one thing about your company that should never be compromised?
Listen For: Which values are highly regarded by the leadership? Is it consistent with the stated organizational values? Are these consistent with characters that a learning organization should possess?
5. How do you know that you are taking the right decisions?
Listen For: It is possible that the CEO is in the midst of people who vocally agree with her, admire her or fear her. This can easily distort judgment. Are herconvictions and plans grounded on data or are they driven by overconfidence?Will she be open to feedback on her leadership style during the change? What checks does the leadership use before taking decisions?
An organization redesign exercise bares open the insides of an organization. The current way of working, processes, systems, structures and skills are challenged and evaluated for their usefulness to the desired state.
In the midst of such organizational introspection, a supportive CEO can prove to be a essential anchor. These questions are a good way of predicting how strong the anchor will be. I am sure there are many more such questions. I look forward to your additions to this list?
