Four behaviors deeply rooted in the managerial psyche block organizational change:
1. Failing to set proper expectations. Leaders announce shifts in goals or direction without spelling out specifics, saying who’s accountable, or setting clear deadlines.
2. Excusing subordinates from the pursuit of overall goals. Managers allow employees to focus narrowly on their units, and so responsibility for companywide performance gets “delegated” upward.
3. Colluding with staff experts and consultants. Executives permit experts to deliver solutions without assuming responsibility for outcomes.
4. Waiting while associates prepare, prepare, prepare. Endless preparation gives the illusion of progress but ultimately gets in the way.
Managers can best avoid these traps through small personal experiments that minimize risk and offer early payback.
For example: Faced with an unacceptable rate of late shipments, an operations VP at an aluminum company organized and conducted a “model week,” during which 100% of orders would ship on time. It was a success, and the company applied the lessons learned more broadly.
