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The purpose of the IT Leaders Council is to bring together IT Directors and Managers for leadership training, educational content from guest speakers, and peer discussions in a vendor-free, collaborative environment. IT Leaders Councils are currently offered in Indianapolis, IN and Columbus, OH, with more cities coming soon!
00;00;00;13 - 00;00;30;24
Unknown
Okay. By way of introduction, I'm Jay and I run a little organizational effect this practice. I work with teams and organizations on executing strategy. But what's the biggest barrier to people executing strategy people. So there's always people, staff involved. So while I do strategy execution with primarily ways of working and building high functioning teams. So don't kindly ask me to do a little talk.
00;00;30;24 - 00;00;50;04
Unknown
And he said, What do you want to talk about? So I'll show you how the sausage was made. Why do you think I came up with increasing your influence in all directions? I didn't feel empowered. Yes, people didn't feel powerful. What do you think was going on in my client work at the time? When Doug asked me a question.
00;00;50;06 - 00;01;12;00
Unknown
I was working with an organization that was having trouble, especially as a technology team, was having trouble having influence to get stuff done that mattered. So, you know, I'm pretty lazy, so I just want to put this on some slides that we can talk about. And conveniently, this keeps coming up, so I might try packages. All right. So we're going to talk about influence.
00;01;12;02 - 00;01;20;21
Unknown
I love that you said audience are the audience. I'll talk about approach and we'll talk about next steps that I guess.
00;01;20;24 - 00;01;46;06
Unknown
All right. So let's define influence. In your world, what does influence mean? Is it better if I stand still? I have a hard time saying which ones that are. And I get that he's got but idea. But I do have as much. That's another terrible side of making people uncomfortable. Okay. So what influence in your world ability to change behavior.
00;01;46;09 - 00;02;22;18
Unknown
Ooh, excellent ability there. I love that. And there's a really interesting caveat to that, because you could manage somebody change their behavior by doing what some tell them what to do. What is influence? I'll give you one meeting changing behavior, especially when you don't directly force it to happen. So you are largely internal service organizations, Correct. So your customers are good business, internal businesses.
00;02;22;18 - 00;02;46;18
Unknown
So it's tough sometimes. Is that sometimes a reasonable, unreasonable? Would it be great if they all would just do what you wanted them to do when all the problems go away and easy to get stuff done and service tickets would go down? So we have this decision continuum that we want these people to go down. So your audience, your internal customer, please do what I want you to do.
00;02;46;21 - 00;03;08;21
Unknown
Let's talk about their possible answers. What are their possible answers if you don't? Sort of. One answer is no way I can answer that. I have no way of doing that. Then we might get a little bit of, oh, gosh, I don't think so. I don't think that's going to happen. Then we get the dreaded. Yes. But then they don't do it.
00;03;08;24 - 00;03;29;05
Unknown
So they actually decided no, but they said yes at first. They're happy or they say yes, and then they just kind of follow through. Like, I will try to, I guess. Well, yes, that's the I will try, but I'm not really going to do it. And being an introvert who hates going to cocktail parties and that guy. Yeah.
00;03;29;08 - 00;04;02;10
Unknown
And then we get some yeses. How helpful is the. I did it because I had to work out what's the downside of the. Yes. But it's because I was obligated to. What happened was that if it doesn't work, they always come back for their fallback plan and whenever they revert back, it's comfortable. I'll go back right now. And then, you know, if you're leading a technology transformation and you need adoption, you need people to start following the process.
00;04;02;12 - 00;04;23;02
Unknown
And they say, yes, because I have to. How enthusiastic is their adoption going to be? Not so much. And what impact will that have on the other people whose enthusiasm you would like there to be? It's not so good, right? So that's that's kind of okay, but it's not great. Then we get that. I will. Okay, that's pretty good.
00;04;23;05 - 00;04;45;19
Unknown
But what do we really want all the time? Oh, yes, I do. I mean, I want to do that. So let's assume that that's our goal because we talk about having influence. But how are we going to get that over time with everybody in our very different areas already? They know so. Spoiler alert, I'm not solving problems today, but I might help you interview.
00;04;45;21 - 00;05;14;07
Unknown
Okay. So let's talk about there are a couple of different things types, the ways we generated for one is interpersonal. Hey, this is I have influence with you because we know each other in some way. And I want to talk about the specific characteristics of that relationship and why that works. So that's interpersonal. And then there are times when you have a topic where situational influence, where you have a saying you need to make a case for people to do what you want them to do.
00;05;14;10 - 00;05;38;03
Unknown
You know, there's a fair amount where you might not have interpersonal, but you have an event where you have a project, and so you have to build your case to gain influence because you can't afford to tell them what to do. But you do have the case that you can make where they might get on board. So we're going to talk about both of these at your table.
00;05;38;05 - 00;06;24;01
Unknown
Who has influence with you? You have like 2 minutes. A quick discussion. Go around or who has influence with you and how did they get go? 2 minutes where I was going to go first, I'm going to create something. Anyone else? I see that I feel like it's been 17,000, so I think it's a yeah, basically I have done it.
00;06;24;03 - 00;06;46;04
Unknown
Yeah, sure. I hate inappropriate conversations. Feel free to have you after. It is sort of unfair because we have one table with five people. We have some tables with two people. So five people I'm sorry of you didn't get to talk too much. I would love to hear two examples. Who has an influence with you again and how they get somebody here?
00;06;46;06 - 00;07;18;09
Unknown
My wife. The day American Food. I don't think we want to talk about how she has influenced you. Is somebody else who influences your mouth. Yeah, very low here. It's also clients that support that relationship. Yeah, that's much more tangible. And then, yeah, we also, I also heard tells me that there's more up there personal like demonstrate excellence and expertise.
00;07;18;09 - 00;07;32;13
Unknown
Yeah. So there was influence in wanting to work. Work well. Excellent. That's great. So why do I want you to think about that?
00;07;32;15 - 00;07;51;13
Unknown
I might get your brain started on how you could be influence. How we can influence. So good. Yes. Because if you think about what has impact on you, you might be able to apply that intentionally in other relationships. So let's talk about that a little bit. So who are your audiences? Who are your important and this is the work for your own.
00;07;51;16 - 00;08;20;00
Unknown
Who are your audiences that that matter that you want to influence? Ask your boss who else does like right away. Yeah, my kids, your kid in the workplace. Whatever works for me. Oh, the family dynamic. So you might not be surprised, I think, because you have a family business thing going on that I do a fair amount of stuff in family, multi-generational family business because there's a little bit of disruption going on as the 24 year old family part.
00;08;20;00 - 00;08;44;10
Unknown
Yes, Correct. All right. Hello, sir. I'm coworkers. Coworkers who are clients. Clients will direct reports. Yes, well, partners and you guys are good. All right, So we have work reports. We got the boss, we have peers, we have the dotted lines. Those are nice. We have outlines are helpful for organizational clarity and who gets inside what? The big boss.
00;08;44;11 - 00;09;07;22
Unknown
The boss, boss's bosses. Right. We have those people. And then we got outside. We've got the whole organization. We've got outside partners and members. So you have a whole bunch of people. I miss anybody in your in your professional sphere. That's a lot of people. That's a lot of audiences to try to get to do what you want them to do.
00;09;07;22 - 00;09;30;28
Unknown
And what I know about your organization of function is you you interact with most of them in some way, don't you, Some way, shape or form. And at some point in your course of doing business, it would be helpful for you. These audiences did what you wanted them to do, correct? Okay. Remember the disclaimer? Well, they all do what you want them to do after this talk.
00;09;31;00 - 00;09;46;19
Unknown
No, no, no. I don't want any letters or email saying I thought I was going to fix everything. I told you I fix everything because the audience has to make some decisions, too. What am I trying to talk about is to give you the best possible way to get the influence you want. Okay, we'll just say this when I go out.
00;09;46;27 - 00;10;21;13
Unknown
Where do you want to increase your influence? If you can't, some place, some audience, some sphere where what comes to mind? Pierce. Pierce. And you're an experienced. Pierce. Yes. Okay, excellent. The dotted line. The dotted lines. Yes. I mean, that's my job to influence 60 some other people in an organization that I have no control over. Yeah. And life would probably be easier to do that.
00;10;21;13 - 00;10;54;28
Unknown
They would do it. What did you sentence of the boss? The boss? Of course. We all have a there's a benefit to us having positive with leading our loss or very heard that you know leading from the middle an authority only goes so far by the way in your direct report situation why is was just make sure we understand why is leaning on authority heavily not necessarily the greatest way to lead your team for example when you leave right time.
00;10;54;28 - 00;11;19;29
Unknown
Right. Excellent because you never received by correct because it is in fact during your term is great. Who's the spotlight on when you lead with authority? It's you. And if you want sustainable, scalable, engaged people who make decisions, take ownership. You want to go back and be the authority figure. But if you want to coach, mentor, inspire, I love that word, you'll get stuff done.
00;11;19;29 - 00;11;50;11
Unknown
So direct reports, you'll get a higher functioning organization, higher functioning, including if you use authority. Last, sometimes you have to be boss. When you got it, you got to do it. You got to direct. But that I would use as your last resort. All right. So let's talk about your potential now. This is you. These are the components all centered around your credibility that will determine your potential to have influence.
00;11;50;13 - 00;12;16;29
Unknown
Okay. So we're going to talk about a few of these. First one, your capability. Why does that matter? Why does that matter to you, given that it's hard to build credit if you're incapable? Correct. So the basic the basic fundamentals is can I count on you to do the thing professionally that I think you're supposed to be doing?
00;12;17;02 - 00;12;51;08
Unknown
Do you get it done? Are you dependable in that way? Capacity? Why does your capacity matter as a lever for getting influence at time? Correct. Because your vision will see you later on here that it takes intentionality to build influence. And if you don't have time, if you are just transactional, if you're the drive thru window to get stuff done in your organization, you're going to have a hard time building influence because you'll always just be doing the bare minimum.
00;12;51;08 - 00;13;24;03
Unknown
So capacity does matter. Motivation Why does your motivation or reason for wanting influence matter in your credibility? Because of authenticity. We start off with fantasy. Yeah, that's excellent. They will know they found the audience well know if you're doing this for self-serving reasons. Conversely, if they believe that you're at it to help them and provide great service, your motivation will be an asset to gaining influence.
00;13;24;06 - 00;13;53;16
Unknown
And the last one is leverage. Now, leverage is not negative or manipulative. I'm going to talk about leverage in detail because it matters. Leverage is essentially you having some control over something that matters to them. Now that I'm saying you having control of something that matters, that provides leverage. So here's leverage and I put positive there on purpose.
00;13;53;16 - 00;14;30;10
Unknown
Positive leverage. This is not a negative thing or the faces is something. So my my change management capability here. What are the two primary motivators for humans to do something differently? I avoiding pain and realizing gain and this are the these are the buckets for leverage. So let's talk about the scale. Which do we lean on? What are some some of your world those you want to influence?
00;14;30;12 - 00;14;57;13
Unknown
What are some positive reasons or benefits that your influence might give them? What are you trying to help them do that positive example Growth. Growth. More weight. Just one of those in my hand. Yeah. So the thing I'm here to help you with is if you do the thing I would like you to do, it will result in growth for you or your team, your organization.
00;14;57;13 - 00;15;20;27
Unknown
Excellent. What's irrelevant? Pay, increase compensation. Oh, you're going to hurt more money. If if you do this, they are helping you. You're going to be better. Your comp is going to go up. What about Hey, let's use this new application. More efficient. More efficient. We're going to give you more efficiency so you can you can look that into the game.
00;15;20;27 - 00;15;41;16
Unknown
Now, what are some pain avoidance benefits? That's why this is positive leverage, because removing pain is a benefit. But you have to talk about the pain a little bit. So what what's the opposite side of increased efficiency? What pain would you really that is so such a waste of time. I get this manual process that's such a hassle.
00;15;41;16 - 00;16;07;01
Unknown
We got to duplicate things. The data is no good. All of those things are pain points, a lot of pain, employee frustration, you know, employee customer frustration, all of that's going on. If we fix this thing, we'll get better. Okay, So you have to decide which way are we going? I am I going to use the leverage of benefit or am I going to use the leverage of removing pain?
00;16;07;04 - 00;16;27;25
Unknown
All of that's good because you see why it's positive. No matter what you do to help someone, if you can get them to understand that you have control over some piece of this, help me help you. I should I have that movie clip. Everybody know. But most people when I'm talking right now, we have you show me money.
00;16;27;28 - 00;16;57;07
Unknown
Okay. So let's talk about the approach. There are some things that humans need. I'm not that smart. No. And to see the same things everywhere. Humans were reasonably predictable and responding the way we want them to respond, diagnose this and it knows this. This is a formula I use to diagnose dysfunction in any team or organization, and it works really well for influence.
00;16;57;09 - 00;17;25;29
Unknown
The first one is trust. So can I count on you to do the thing that you think I'm supposed to do professionally? And can I count on you interpersonally to treat me well? Essentially, this is safe and I'll be safe around you in some way. Clarity is what are the things that matter to me from a business perspective or to me that are personally relevant?
00;17;26;01 - 00;17;46;08
Unknown
Can I provide those? And the last one is great. Thanks for all the clarity, but do I believe it? Do I buy it? Does it matter to so alignment matters a ton. Let's break these down. So trust. What are the professional dependencies? I'm going to sort of assume that you are all good people and you want the best for other humans.
00;17;46;10 - 00;18;16;29
Unknown
So that sort of tablespace, by the way, from the professional competency standpoint, what do you do? Your stakeholders, your audience need you to do dependably? What are they counting on you to deliver reliability, reliability of their on your commitments So important? Yes. What else? The product. Yeah. It has to work well to do as opposed to together in a timely fashion.
00;18;17;01 - 00;18;45;08
Unknown
Oh, and the time that matters to me. Yes. So all of these honoring commitments in order to honor those commitments, what do you need to know? What do you need to know? How do you know what they expect of you? Shine a light on it. Yeah, a little bit about it. Or you go find out. Oh great. However intrusive inquiry.
00;18;45;11 - 00;19;04;27
Unknown
Yeah, my review. But if you want a collaboration, you want this, right? So how do we find out what our customers expect? We have to go find out. You all have other survey service level agreements in your functional areas. Reasonably, like if you don't, clarity matter to come here. So what can we expect from each other? What's the timing?
00;19;05;00 - 00;19;30;13
Unknown
When is okay? This is a probably the biggest gap I see and influence is we actually have a clear fine. Expectations is the way it's going to go down. What's going to happen by when we haven't actually got the chance to say that's possible or not possible or it'll be possible if. Right. So there's mutual agreement. So there's a bunch of things that we need to draw clarity on.
00;19;30;13 - 00;19;51;26
Unknown
What are some other things that you need clarity on or you need your audience to be clear about in order for your influence to go on? This was really important for you to think about. This is a big moment. Your goals and intention? Absolutely. You can't give them a big green face if you don't know what they care about, what they're trying to accomplish.
00;19;51;29 - 00;20;19;19
Unknown
So what is success for you? Hey, what is winning look like for you in this situation? For sure. And that's great. What else about what's what's your biggest pain right now? What's the problem around this that you would want to get solved? What's another bit of clarity that you need about them understanding their business process? Yes. How does this work?
00;20;19;21 - 00;20;48;21
Unknown
What else? Schedule. Yeah. What's your expectation on time resource levels? What else are going on? What are your priorities, prioritization, all those things. And then there are some things that you need to make sure they are clear on about you. What are those? So what? Well, both of you declare a scope. Yes. Capabilities. Yeah. What can we do?
00;20;48;21 - 00;21;19;29
Unknown
What's a reasonable expectation to have of us? Another one that sometimes our customers lose sight of? Can I tell you where you fall in? My priority set according to what our bosses have said. All right, so this is a big miss. I see. Often is the priority set from on high is not crystal clear. So we have people inside the organization working in tension and frustration because we have a different understanding of what the bigger organizational priority is.
00;21;20;01 - 00;21;47;21
Unknown
So the way one way you can gain influence is driving to clarity. So you and your customers are are clear and line on what matters most, so they go where they fit in your order of priority. Not set by you, but set by your organization. When that doesn't get done, what can happen? Escalations, escalations happen, and then what happens?
00;21;47;23 - 00;22;14;18
Unknown
How is your influence when you're in the middle of an ugly escalation with someone else that you want to have influence with? What happens? Right. Remember back to that old trust thing that I noted. Well, all right. So again, size, clarity, enough, all of those things. Remember, we're thinking about what matters to them. We got to understand that we have to give them an accurate picture of what they can expect from us and a little bit of a look inside our world.
00;22;14;19 - 00;22;40;11
Unknown
It would be nice they may have a little more empathy and understanding all the stuff that goes on it takes for us to make the difference. Okay. Question is why am I talk about this? This essentially do we agree? Hey, I heard what you said about your capabilities in your timeline. Do they agree with it? It's reasonable to say, is that good for you or hey, I heard this from on high around organizational priorities.
00;22;40;11 - 00;23;06;02
Unknown
Did you hear the same thing, taking a beat to be intentional about finding that out? Are we are we clear in alignment of what we expect this office to be? And I forgot one thing about clarity that's super important. If you really want the best for them, if you really want to help them succeed in their function to be good, tell them and then demonstrate with your actions.
00;23;06;04 - 00;23;32;03
Unknown
Sometimes when we're overly transactional, we forget there's another human on the other end of this that has hopes, dreams, wishes, needs, priorities, etc. And if they start to believe you want the best for them, you can tell them. And then you've demonstrated how well they feel when you might have. Maybe you don't meet their expectations next time. If you demonstrate over and over and you built credibility and credibility, then you have what happens in that relationship.
00;23;32;03 - 00;24;00;24
Unknown
Probably your preference will grace you. Right? So that matters a ton. So we have this situation, right? There's these dynamics, interpersonal, situational. What happens if we start to merge them a little bit where you have interpersonal credibility and then you're really good at building the business case for the situational stuff and we get super good at the way we operate is just totally impractical.
00;24;00;26 - 00;24;27;08
Unknown
So by certain audiences, you have both because you build the interpersonal credibility through trust and clarity. The moment when you get into a situation where you need very influence, you're going to have more luck. Okay, so how do you do that? Hey, my dad's I should have done this is a printout, but I'm going to I'll share this deck.
00;24;27;10 - 00;24;58;05
Unknown
So this takes intentionality. My favorite word around leadership is intentionality, which requires you to be thoughtful, to have whitespace in your brain, to think for a minute about what you're thinking about and and think, okay, interpersonal who who in my world would be? Would it be better for me to have increased influence? What would be a really important relationship for me to invest in, for my business life, to go better?
00;24;58;07 - 00;25;17;13
Unknown
And then I would go and think, okay, what are the trust things that matter to them? You know, Am I demonstrating that I'm a safe person, that, you know, I don't talk about them in the WaterCooler and I'm generally kind and pleasant and helpful and am I dependable in their eyes? Do we get it done and can they count on me?
00;25;17;13 - 00;25;34;11
Unknown
So I go through that identity Clairvoyant power. So what do they need to know and what I need them to know about me? And what do I need to know about them? And I talk about list and are we alive? The really important things, our check and then go to points of leverage. What are the points of leverage or gain that matter to them?
00;25;34;14 - 00;25;53;18
Unknown
Not you, that matter to them. So what are the points of leverage that really matter? That application is kind of wonky. That integration you know very well mean we clean that up and then what are you going to do about it? I tell you a story about interpersonal leverage. I was working with a large organization that had a technology integration going on.
00;25;53;18 - 00;26;13;17
Unknown
It was really not going very well. I asked to come in and say, okay, tell us, you know, why is that not working in the root cause? It was really interpersonal dysfunction at the steering team level. One of the business unit leader who is impacted by this integration was the person that did not treat people very well, highly transactional, very driven, very fast pace.
00;26;13;17 - 00;26;33;04
Unknown
And and he his behavior was a real barrier. So force my job is to go help remove barriers. So I made it a mission to go get my here's my goal I want to tell this guy he's the problem. So if I had gone on day one and said, I just noticed your problem, how would I have done Not so well.
00;26;33;06 - 00;26;53;26
Unknown
So it took about six weeks of intentional relationship building where he started to trust that I actually wanted the best for him. And I kind of knew what I was talking about here, where I got to say, You're the problem and his behavior was awesome with me in that role. Do you know what he did? I chartered Private Guy.
00;26;54;01 - 00;27;20;22
Unknown
I felt a relationship. I told him he was the biggest problem on this project. What do you think his response was to your. Because I don't want to be that way. What do you mean? Are you serious? Why do you think he had that blind spot? Why didn't I want to tell him? Do you? What's that you feared?
00;27;20;24 - 00;27;46;25
Unknown
Because the way you behave in that way. And if we turn that guy out on steroids, it's going to be terrible for everybody. Because nobody has a relationship with him where they felt safe enough to tell him the truth. And it was because their lives were transactional, intentional relationship building. Proving that you were dependable, interpersonally, professionally gives you the right to tell people the truth, and that's influencing.
00;27;46;27 - 00;28;18;21
Unknown
Okay. So then transactional in the situational influences, what's the opportunity? What's the thing that we care about? What's the organizational benefit? Why do we need to know the organizational benefits as we frame our case? Why do we need that organization of it? So I just role yeah, all those things reason for moving. Yeah, yeah. If it doesn't make business sense, they must not spend our energy trying to build a case for it as we need that.
00;28;18;23 - 00;28;43;27
Unknown
Then I would just identify who are the key stakeholders, what is their leverage point, what are they thinking right now? Again, this is not manipulation. This is intentionally knowing who you need to win over to the thing you're trying to do and then figure out what their needs are built plan everybody having anything you need to sell internally right now, anything that you wish you could get done that's not getting done.
00;28;44;05 - 00;29;14;04
Unknown
We need you guys want no know or yes. Yeah. How long does this is your wife? I know I work, you know. Not surprisingly, organizational strategy. We're trying to accomplish this. How often does this require technology help? Every time I heard just some smarter person to me this and I love it. It doesn't matter what industry you're in.
00;29;14;04 - 00;29;40;06
Unknown
Every company is a technology company, so it has a very important. But you're not always viewed that way. True, True. How are you viewed sometimes in a way that isn't about where you that you're trying to achieve? Are you viewed? Sometimes we're called costs roadblock. Consider what else? Order Take order from your partner. Don't know. Yes. Why will it work?
00;29;40;09 - 00;30;10;08
Unknown
All that stuff. So do you think it would be worth being a little bit intentional? Identify who you can get here with you that would help your life. So what does our friend terror say when it comes time? What are you going to start doing? What are you stop doing? There is no trial movie is that there's only due process.
00;30;10;11 - 00;30;40;25
Unknown
Oh yeah, yeah, yeah. I mean, yeah, you know, it's always okay. So now how much time do you need in 2 minutes. Okay. Any questions or current situations you want to talk about with your peers and with me and Katara that you're dealing? I've got one question. Yes. When it comes to pain versus gain, yeah. Research shows that over 80% is usually you avoid pain.
00;30;40;28 - 00;31;08;15
Unknown
Decision making is pain avoidance rather than gain. Do you think that influences how you influence it? Can. But I will challenge a little bit what you said. Um, change some occurs until the pain or stay the same exceeds the pain of change. Right. So sometimes organizationally the pain is not bad enough. So the answer your question is yes.
00;31;08;15 - 00;31;33;12
Unknown
It sometimes influences how you decide how you're doing for when somebody. But you have to understand leverage on what's going on. Real change often doesn't happen until someone has so much pain that they just can't. They can't be there anymore. But that doesn't always happen in the business world, frankly. So that the understand the positive leverage is sometimes a more efficient way to start.
00;31;33;15 - 00;32;07;01
Unknown
That makes sense. Yes. Remember what somebody wisely said. When we talk about when the pressure gets off, we revert back to our comfort. Right. So if you know, in the business world, when I got a whirlwind of other stuff going on in my i.t. Partner is saying, hey, could you help us by doing this instead of that? Yeah, we keep in mind the challenge of sustaining of that versus the business because when you're and you're not knocking on your office having to go back to the thing that's different, that's the sort of the red.
00;32;07;03 - 00;32;29;17
Unknown
But yes, but then I actually don't have a thing which is where your influence matters so much because wow, you know what my like ask you this. All the pressure I have is to revert back. But I really trust my good, you know, your tolerance. And so again, I'm going to fight through this inertia because I, I really don't want to let him down.
00;32;29;19 - 00;32;55;06
Unknown
That's influence and trust and relationship. And oh, by the way, the business case they made was really smart, too. So I think I'm going to do it. Great question. Anybody else? What else are you working on? What's challenging? Yeah, technology rationalization. So going through and figuring out what tools to get rid of their budget, their favorite one and oh one that they champion and they don't want to give it all their all this one and oh, another.
00;32;55;06 - 00;33;28;06
Unknown
Mike Yeah, I'm single. Everybody my thing so technology rationalization hey our sweet easy change their business cases for it but I got my favorite thing and you're asking me to do a new process. Do a new thing. We're super efficient at it right now. So just getting what would we say? What would for my celebrity, what is my need to focus on?
00;33;28;08 - 00;33;47;08
Unknown
I'm going to take away your favorite golf club. How can you get me to be okay with that? I think sometimes reminding them of the pain they always look at. It was like, You don't like this thing? Yeah, like here are all the ways they complain about it all the time in helping them to realize how. Yeah, so that's one.
00;33;47;11 - 00;34;14;06
Unknown
Give you a better golf club. Let me show you why this thing would be cool. The pain part or the game part. Really good. I mean, so we got to make our situational case in that one, right? That's situational non relational. There is a potentially to trust me, but that, you know, if I really care about this and I don't know those people I started situation while I'm building a longer track of relational but we can show you a golf coach that could help improve that structure so you can have whatever you want.
00;34;14;12 - 00;34;37;27
Unknown
Yeah that's it. And that's the next low point process, organizational structure, all the things that that set you up for success regardless of the tool. So you got a useful tool, whatever that is, that's really good. So the first thing I would say is I would make sure the message from on high is crystal clear that this is a a mandate, a strategic priority.
00;34;38;00 - 00;34;56;12
Unknown
We have to do this so you can then go to your partner and say, hey, remember, we're you know, they want us to do this. I want to help you do it. I start asking a bunch of questions, Why do you love it? What does it matter? Back to the coaching approach. You're demonstrating that their opinion, their input matters versus give me your golf club.
00;34;56;12 - 00;35;15;13
Unknown
Have a nice day. All right. So let's talk about hey, if we were to change, if we were to do that and it was different, amazing. How would that affect you? What do you think? And so I would pull them in in the process. That's a tough one. But that's if I feel like you are the agent of death and taking it from me, that's one thing.
00;35;15;13 - 00;35;31;05
Unknown
If I feel like you, I you get what it's like. You understand? I love this thing. You're trying to collaborate with me through the process. You want to help it be smooth as possible. We both agree that this is happening and not because of me, but because of them. All that stuff. It gets easier. Great question. Great example.
00;35;31;12 - 00;36;07;23
Unknown
Anybody else? What else going on? And for us, we're changing from a different you said no or less than five years and yeah you're going to culture change you know an agent of change within a supportive business or just say no we're not just standing up here. So you get on there now. Yeah, holistic business approach. That's really good.
00;36;07;25 - 00;36;35;22
Unknown
Our Tara, our T department, 30 or so. So, you know, that's really important thing for you to know is the legacy mindset about what the I.T function does and to replace that with new truth declared and then proven right declared vision. Here's how we want to function. This is how we don't know what's important to you, what matters to you, and then you deliver on it.
00;36;35;25 - 00;36;58;11
Unknown
And you don't have to be perfect. You just have to have positive momentum in the right direction. That's a big one to appreciate Women in the purpose of capturing the first six months for 5 minutes. Yeah, great. And then that. Really? Yeah, Great. Those of you who are professionals realize that game, which is all about the change management project.
00;36;58;13 - 00;37;14;29
Unknown
It's essentially what do they care about? What's going to happen? Bring them into the process, demonstrate, get some quick wins. It's it's the same as achievement during any other questions. So if you're going on okay, I'm finished.