Leading a Transformation
Oftentimes when I describe the work I do, the term transformation comes up. Many of you are involved in transformational level change efforts too — for your programs or even your whole organization.
Let me share a bit of what I mean by transformation.
When I think about organizations in general, all are seeking to serve in some form or fashion. To offer services that make a difference. And…organizational life is rife with change. Sometimes imposed from the outside.
If we stand still, the world goes by. Entropy sets in. And instead of maintaining the status quo, we actually decline.
I notice this when looking at performance metrics of average organizations. Average performance eventually leads to others bypassing us. Whether that be in customer retention, staff recruitment, service performance, financial health, or many other dimensions.
For many organizations, incremental improvement is the name of the game.
But not so for many reading this, nor most of the organizations I tend to work with. They are seeking some sort of aspirational vision or a set of significant goals. Momentous improvement is what they strive for. At the core, they wish to become something that they are currently not. They seek transformational-level change.
Let me share a few examples…
The most significant organizational transformation that I co-led from theinside was of Rutland Regional Medical Center. It began when we declared a vision to Be the Best Community Healthcare System in New England. But the thing is we were starting from a place of average. Average in every regard — although we didn’t recognize that when we set this ambitious vision until we began measuring methodically.
Over the course of a few years, we redesigned our organizational approaches: from strategy, to measurement, from improvement, to leadership development, process management, communication, and on and on. The systems we put in place were not merely tweaks, but in many cases overhauls. Each change in and of itself made a difference; but it was the systematic and collective improvements that together created the transformation.
Underlying the organizational transformation, was an accompanying personal transformation.
Over the years, the cumulative impacts became evident. Instead of average performance in many regards, Rutland Regional began to be recognized (externally) as the best of the best in many arenas. A best place to work, an exemplar in patient satisfaction, a top 100 of this and that. I recall with fondness the pride among staff and in the community about the organization we had become.
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When I was in a position to begin to help other organizations, Community Care Network was all on board. The Director of Organizational Excellence, (currently CEO), was ready to take the organization forward by leaps.
Their transformation, over about a decade,has been remarkable as well. Under prior leadership, they had a damaged relationship with many. The details were in the papers and in exchanges with those who oversaw their work.
Through a series of transformational changes, they have remade themselves. They are now widely regarded as one of the best of the best in the region. They are now routinely sought out to trial new state-wide initiatives. They are held up as a role model among their peers. They are not just surviving, they are thriving.
This did not happen by chance, but through transformational change. Through intentional and far-reaching implementation of strategic priorities — year over year over year. They have rebuilt and far surpassed expectations. They are not satisfied with good enough as they know their clients and community deserve the best.
Improvement, strategic focus, measurable impact — these continue to drive who they are and fuel their continued success.
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Over the past few years, I have had the opportunity to accompany another organization in their transformational journey.
This organization is in the Pacific Northwest. A medium sized organization and one whose reputation had been diminished under a prior executive team. The new CEO sought to change this. Not by a little but to a remarkable degree. They set out to renew themselves.
In just a few short years, they have reimagined the organization and have begun to systematically improve their systems and approaches. They declared a strategic direction, for the first time in recent history. In doing so they set a vision to be a model of excellence in their sector.
Yet, they were starting in a hole.
Through perseverance and deep learning, they are retooling their approaches: to communications, performance measurement, improvement, staff involvement, leadership development and so much more. Their results are beginning to shine through. Staff and clients are recognizing the notable differences; people are seeking them out; the community they serve is making note of the positive changes. They are gaining recognition in their state as a leader.
Their story is still being written. They pursue momentous changes, ask what if, and are eager to learn. They embrace performance measurement as a means to discover and grow and improve. They seek to transform who they are and how they serve their community. They seek to demonstrate with tangible results the difference they make.
The CEO recently shared “I have used the phrase transformation before. But I didn’t fully understand what real transformation looked like until we began working through these processes. It has not only transformed the organization, but it has transformed me as well. It’s helped me grow into the kind of leader I aspire to be—and that growth is something I know will continue well beyond.”
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Each of these organizations have not just undertaken incremental improvement. Instead, they sought to become something so much more than many imagined possible. They have rigorously reexamined their approaches and implemented ones better matched to their ambitions. In doing so, they have transformed. They are not the same. There is no going back.
So when I talk about transformation and transformational improvement, it is these sorts of organization-wide make-overs that I think of. I celebrate them and who they have become!
I recognize them for becoming great places for people to receive services and great places to work. I applaud them for not being satisfied with average or good enough. I support them to never stop raising the bar for themselves and as models for others.
Transformational change is hard work. And yet it is energizing.
Change fuels improvement and cumulative improvement catalyzes transformation.
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Kathy Letendre, President and Founder of Letendre & Associates, advises organizations and leaders to create their excellence advantage.
Contact Kathy by phone or text at 802-779-4315 or via email.