In many ways, her post relates to two important concepts we try to emphasize in our work:  sync and cognitive filters.  She points to the need for a memorable message, the need for stories, action tools, partners, and “point of action” nudges.  Together, these five elements relate to creating a direction, building a culture that supports the change, giving process to the effort and connecting the ideas in concrete ways to stakeholders.

Typically, we find that most of us can’t do all these things well because they are very different strengths (i.e. filters).  By making sure that each of Rosabeth’s elements work well together (i.e. they’re in sync), you have a better chance of enabling change.

When you think about the change efforts you’ve been a part of, did leaders recognize our cognitive diversity and use that knowledge to their advantage?

His thinking is simple, straightforward, and powerful.  It resonates with my experience and from a personal perspective, it can be hard to keep the why in mind when dealing with the challenges of business and life.

We recently talked to a large company that has merged two divisions.  The company leaders are asking the question, How are we better together?  I believe their how is Simon’s why.

When is the last time you’ve really looked at your why?

Danny Ludeman, CEO of Wells Fargo Advisors, recently spoke at Webster University as part of its Success to Significance Speaker Series.  He spent part of his time talking about lessons learned during the A.G. Edwards: Wachovia Securities merger including several surprises that even a CEO as experienced as he was not prepared for.

We’ll share just a few them for your consideration.  First, he talked about never underestimating the human impact of an acquisition or merger.  He noted that the economics of the transaction were fairly simple.  It was the effect on people that one should never underestimate.

Secondly, he felt that his team focused too much on the similariites of cultures.  For example, both were customer-centric cultures.  But the ways in which they expressed customer service were quite different.  They underestimated the impact of those differences on their efforts to integrate the organizations.

One final observation of Ludeman’s that he spoke of as a both a business and a life lesson:  the importance of differentiating between wants and needs.  The concrete example he used from the A.G. Edwards:Wachovia Securities merger was the legacy A.G. Edwards employees’  ”need” to be part of an organization with a reputation for integrity and customer service.  As a result, they expressed their “want” to retain the A.G. Edwards name.  Their “want”  was a barrier to seeing other ways to meet their legitimate need.

As you think about mergers and acquisitions you have experienced, which of these lessons resonate with you?

I first used introNetworks software when I attended the TED Conference (Technology, Entertainment and Design).  The software allowed me to choose attributes that best describe me and then view the attributes of more than 1,000 people at the conference. Being part of this smart network allowed me to quickly recognize people, gave me ideas for conversation starters, and help me find people with common interests.

I hope that if you participated in the webinar today you found the conversation helpful.  If you missed it, you can listen to it here.  I think there is great potential to promote organizational sync with a resource like introNetworks.  Anything leaders can do to facilitate different ways to connect like minded people is helpful in promoting sync.

“This is where great leadership makes all the difference. Leadership is more than influence. It is about reminding people of what it is we are trying to build—and why it matters. It is about painting a picture of a better future. It comes down to pointing the way and saying, “C’mon. We can do this!”

When times are tough, vision is the first casualty. Before conditions can improve, it is the first thing we must recover.

I thought this was well said.  Having a strong vision is one of many ways to lead an organization, and I think it’s a powerful motivator when leadership can paint a clear and compelling picture of the future.

And of course, sometimes the path ahead isn’t so clear.  Then what do you do?  Be disciplined and step back and thing about the horizon.

Of course, it isn’t everyone’s style to create a compelling vision.  Direction is only one aspect of an organization that needs to be in sync.  Still, I believe it’s important to let others who tend to think this way participate in setting a compelling direction.

Seth Godin’s new book, Linchpin:  Are You Indispensable?, proposes that there are three teams in every workplace: management, labor, and a new team — linchpins.

Linchpins, Godin suggests, “invent, lead (regardless of title), connect others, make things happen, and create order out of chaos. They figure out what to do when there’s no rule book. They delight and challenge their customers and peers. They love their work, pour their best selves into it, and turn each day into a kind of art.”

Godin challenges us to “make an indispensable contribution to something you care about.”  We think that’s a great challenge.

• What do you care about in your organization?  Are you excited about the direction your organization is headed?  Are you building a culture that engages your customers?
• Do you understand your personal strengths well enough to know where you can make a unique contribution?
• Have you connected your strengths to the challenges and opportunities your organization faces?

Let us know where you see this happening.  Tell us about the Linchpins in your workplace!