Before we get too far into this conversation on leading change, I'd like to help you explore your answers to two questions. First one has to do with how you and your organization allocate time, effort energy against the four challenges. Second one has to do with how you define successful change. Let's get to the first one, the four challenges first, like you'd find this worksheet, worksheet number one and get a pencil or a pen. First of all, let me explain the four challenges. Everybody in your organization comes to work in the morning and they've got work to do.

Whatever the job description is, if you've got one, whatever the calendar says you're supposed to be getting done today, whatever you didn't get done yesterday, that's the work. Because you're in a supervisory, management, executive role, whatever it might be another part of your responsibility. Another challenge that you face is to help or manage other people to do their work. And that's essentially the definition Management, getting work done through the efforts of other people. Because you're taking this program, I'm assuming you've got changes going on in your organization. Which brings us to the third challenge, you're going to need to spend some time and effort and energy on changing the way you do the work.

Now, you've balanced or not balanced these three challenges forever, all your time in your organization, you've been doing these three things consciously or unconsciously, and so is the organization and everyone in it. The problem is how we have been allocating our time, effort and energy to those three challenges has put us in a position where we are, if we're like most organizations, we are not doing as good a job change as we could be. Typically, the success rates for organizational change run between an average of 30 to 40%. So that certainly isn't very high and we can certainly do better. Which leads us to the fourth challenge. changing the way we change, being reflective and observant on how we have changed in the past and striving to do better.

I'd like you to think about the last full week you were at work. So that could be literally just last week, I'd like a week rather than just today, kind of average things out a little bit. Without overthinking this, don't look at your calendar to try and remember what you did just quickly think through. And I'd like you to just push pause, and I'm not looking for hours. I'm looking for a percentage of time, effort and energy last week, so push pause and just run those numbers. Okay, now, you could add to the bottom of that column if you like and you should come up with 100%.

But the numbers that I'd like you to add are these ones, add your total for number one and number two together and you're going to come up with a and then what I'd like you to do is add number three And number four together and come up with B. Now, if you're having this conversation or you're doing this workshop with a couple colleagues, I'd like you to stop this and have a conversation and share. What are the results, a scores and B scores, push pause, and let's compare the results. Alright, we're back. Now, how did the numbers turn out? Or you close?

Were you a long way apart? Or some people unique but the rest of you fairly close the numbers here over my experience because I use this assessment a fair amount ranges to some degree, but there's usually a fairly predictable outcome here. I've been surprised in some situations and one organization I remember I was working with the executive group and they had 90% a score and temporary B scores. And they were wondering why the organization was really struggling with change until it dawned on them with this assessment that they really weren't taking the change very seriously. So therefore, why should your organization in other cases, there will be some people in the organization with B scores at 75% in a scores at 25%. And a big part of their day job is driving major change.

So that's very valid for them, whatever the numbers are, more often than not, I find the ACE scores are higher, and in many, many cases significantly higher than the B scores. So what that says is your organization is reasonably well managed, in some cases can be very well managed, but somewhat or significantly under the lead, which then leads us to our focus. Because what we're here to learn about is how do we raise our V scores. Now what do we want to get the balance of A and B to me? What is it supposed to Is it supposed to be 6040? Is it supposed to be 3070?

Well, it depends. It depends on the kinds of changes and the significance of the changes your particular role and so on. But I've learned over the years that if we have a somewhat fluid 5050 balance, you're probably doing a pretty good job. But if it is sustained, much higher a scores, and B, we've got work to do. So throughout our time together, all of our suggestions, all of my work, and all of the things that I'm going to help you to figure out are all about how do we raise our beat scores? That's one question.

Second question has to do with how does your organization define successful change? If you're having this conversation with colleagues, just simply stop this right now? And just ask the question, how is it that we define successful change? Okay, welcome back. How'd that conversation go? What did you come up with?

Did you even know and I'm sure that you Did it most often, people would come up with some variation on, it's really about the results that we say we've been successful that we've achieved the results. Or maybe we weren't 100% of the results, but boy, we came in on time, or maybe we came in on budget, or maybe it was all three. Well, that's great. I've learned over the years that these are the big three that project management efforts are really striving for. And I think organizations in many cases have gotten better at this. But I've also found that if we focus just on these three, we still end up with some challenges.

So there's two additional ways to define successful change. Did the people come through? Are the people coming through these changes fully engaged? Or are they very reluctant or resistant or whatever it might be the fifth dimension has to do with does the organization as a whole benefit from the result of these particular changes. I found that some organizations have really, really competent and very successful project managers that will pull resources and somehow sabotage other projects so that their own project comes through and flying colors, but it compromises other projects. So therefore, the organization as a whole doesn't benefit.

Now, what those kinds of situations require is really good governance from the top of the organization, making sure that all the projects are getting the resources they need, so that everything does move the organization forward. And that of course, is what we're striving to do here when it comes to leading change. Hit all five of these