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Photo credit: Shutterstock<\/em><\/p>\n \u201cWhen you\u2019re\u00a0inside<\/em>\u00a0the jar, you cannot read the ingredient label,\u201d was the realization from a highly experienced CEO after we worked through some gaps and opportunities she had not been able to see with a major new project. Even with an extremely well thought out plan, when your perspective is so close it\u2019s easy for expected goals to fall short or opportunities to be overlooked.<\/p>\n The key is to know if you\u2019ve lost sight of your own ingredient label. Knowing you might be too close is the best first step.<\/p>\n Allowed to persist too long, \u201cinside the jar\u201d thinking or actions can be costly.<\/p>\n Here are four common situations and actions to take instead:<\/p>\n Even the best plans can fall into the transformation trap. So much happens behind the scenes during big change that leadership is often reluctant to share information. In this case the jar is intentionally closed. Reasons include: They don\u2019t know what to say, think the news will alarm employees, or they believe that information shared on a \u201cneed to know\u201d basis will suffice.<\/p>\n The truth is that the less you say, the more employees will assume, which takes the narrative away from leadership.<\/em><\/p>\n This erodes trust, morale, psychological safety, and potentially drives away key staff. Any combination of these can damage outcomes.<\/p>\n Instead: Say more.<\/em><\/strong><\/p>\n While planning any big organizational change, craft an equally detailed communication strategy to support it. Who, when, where, what\u2019s in it for them, and reinforce the messaging until employees trust you enough to want to follow you along on a bumpy journey.<\/p>\n Would you rather pull those transformative boulders uphill alone with a broken wagon wheel, or have a large team helping push them up the mountain because they believe and have confidence in your plan?<\/em><\/p>\n Without strong, proactive communication, big change will be much more difficult to achieve, let alone have lasting results.<\/p>\n When goals shift with the speed of business today, communication breakdowns threaten execution of conflicting goals.\u00a0Deloitte<\/a>\u00a0recently found that most CFOs see strategy execution as a top internal risk to success. With an inside the jar view there is often confusion on both mission and granular execution, causing stress, missed deadlines and subpar outcomes.<\/p>\n Instead: Get specific.<\/em><\/strong><\/p>\n Use accountability as a roadmap instead of a regulation.<\/em><\/p>\n Avoid costly gaps by working together on action plans and articulate the \u201cwhy\u201d for best success. Leverage people data to understand a team\u2019s natural work and communication style. Use these insights to maximize strengths and guard against caution areas.<\/p>\nFour ways to expose the dangers of being too close to your next big target.<\/h3>\n
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