Change managers often face the challenge of delivering complex projects while juggling the demands of time-constrained leaders. When dealing directly with the C-suite, you have direct access to the decision makers, making the downstream implementation a little easier. However, while these executives may be supportive of the change initiative, their limited availability can pose significant hurdles.
The exact number of decisions a C-suite executive makes in a day can vary greatly depending on factors such as the company's size, industry, and the specific role of the executive. However, it's safe to say that they make a substantial number of decisions, often involving complex issues with significant implications for the organisation.
While there's no definitive count, it's estimated that C-suite executives can make anywhere from hundreds to thousands of decisions daily. These decisions range from strategic choices about the company's future direction to live decisions affecting day-to-day operations.
It's important to note that many of these decisions are not isolated events but rather interconnected parts of a broader strategic plan. C-suite executives often make decisions based on incomplete information and under time pressure, adding to the complexity of their role.
As a Change Manager, you're often interacting with people who are already decision-weary and time-poor. Yet you represent another layer of complexity: when dealing with change, you're asking for conversations, decisions and time to address the future state that hasn't happened yet. In light of existing priorities, C-suite executives may be tempted to prioritise their time to deal with the issues affecting them today. It can be tempting for executives to ask capable people to get on with delivering outcomes despite their own unavailability to engage in the plan.
How do we show value, make their load easier, and enlist the help of C-suite leaders to lead the change? Here are some tips to help you navigate these situations.
Effective Communication
Leadership comes in all shapes and sizes. However, if in doubt, consider providing information by exception. To do this, focus on highlighting deviations from what leaders may have expected. Rather than presenting a comprehensive report on all aspects of the change, this approach emphasises the areas that require attention or corrective action.
By focusing on exceptions, change managers can efficiently identify issues and ask for faster turnaround on addressing them: whether that be allocating resources effectively, or making informed decisions. Change managers may find this approach is particularly useful in large organisations with complex operations, as it allows executives to prioritise their time and attention on the most important matters.
Tailored Updates: Create concise and impactful updates that highlight key milestones, risks, and opportunities.
Visual Communication: Use visual aids like infographics and dashboards to simplify complex information.
Targeted Communication: Identify the specific information needs of each executive and tailor your communication accordingly.
Proactive Problem-Solving
We often hear that we should go to leaders equipped with solutions, not just to complain about problems. As a change manager, we strive to have good networks in place and an ear to the ground so we can identify potential issues early and proactively develop solutions. When navigating change with time-constrained C-suite leaders, being well connected and proactive allows us to present well-thought-out proposals, demonstrating our ability to anticipate challenges and offer practical solutions. By taking this approach, we position ourselves as valuable contributors to the organisation and increase our credibility as effective change agents.
Anticipate Challenges: Identify potential roadblocks and develop contingency plans.
Escalate Timely: Flag critical issues promptly, but be prepared with solutions or recommendations.
Leverage Your Team: Empower your team to make decisions and solve problems independently.
Leverage Their Teams: Check in with each leadership team for guidance and advice on the needs of each department.
Build Trust and Credibility
Prepare well for meetings with C-suite executives. You may only get a few minutes to exchange information. Try distilling your key messages into the briefest statements possible, aided by a brief list of bullet points or a factual illustration such as simple charts of supporting data. Prepare a list of questions targeted at pinpointing their most pressing needs and ensuring your information exchange has effectively uncovered any concerns.
Demonstrate Expertise: Showcase your knowledge and experience in change management.
Deliver Consistently: Meet deadlines and deliver high-quality results.
Communicate Openly and Honestly: Share both successes and challenges transparently.
Be Clear: Whether news is good or bad, ensure that it has been properly understood.
Seek Sponsorship and Support
Executive leaders often rely on trusted individuals in various ways. Some may seek advice on strategic decisions, while others may delegate specific tasks or projects. Trust is a cornerstone of these relationships, allowing for open and honest communication. To seek the support of the people trusted by executives, it's essential to establish credibility, demonstrate benefits, and focus on results.
When you manage to identify these individuals, offer assistance, add value, demonstrate change outcomes, offer insights or analysis, share innovative solutions, and examples of reliable execution. Through building relationships with people trusted by executives, you demonstrate empathy for the time constraints on executives, and get a better idea of their priorities.
At some stage you may need to establish a more formal network of support among leaders and team members throughout the organisation. Starting with the key stakeholders, ask for introductions and steadily grow your acquaintances until you're able to see a strategy for building sponsorship of the change throughout the impacted groups in the organisation.
Identify Champions: Seek out influential individuals within the organisation who can advocate for the change initiative.
Engage Stakeholders: Involve key stakeholders in the change process to build support and ownership.
Leverage Executive Sponsors: While the C-suite may be busy, identify specific executives who can provide occasional guidance and support.
Navigating Change with Time-Constrained C-Suite Leaders
By altering the approach slightly to allow for less direct access to time-constrained executive leaders, change managers can still ensure the success of their projects. Keeping the desired outcome in mind, remember that clear communication, proactive problem-solving, and building strong relationships are key to overcoming most obstacles. Establishing credibility by consistently delivering results and demonstrating value, means that change managers can earn the trust and support of their executive sponsors. By communication by exception, change managers can reliably continue on the agreed course until a flag is raised.
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