- It puts a huge pressure on them to deliver something better
- It demotivates the team and the business
- Something good must have been in place already for the team to have got to where they are now, so let’s acknowledge this – and find out what’s working – don’t throw the baby out with the bath water
- Ask: ‘How have we managed to get this far already?’
- Ask: ‘What would help us get closer to our goal? focus on what’s wanted not on what’s wrong
- Focus on actions that need to be taken to achieve change rather than trying to assign blame
- Challenge the analysis of their conclusions – what evidence is there that there’s a problem? Is it perception and ego or is it based on speaking with real people?
- Do they have solutions to make it better or are they just creating a negative picture of the past? Can you help them frame the problem in a human-centred way that’s based on real evidence and real user needs?
- What proof do they have that their approach is better? Are they taking a discovery driven – learning and data based approach? If not how can you help them do that?
- Can you help them use a change model to assess the trade offs of their approach vs the ‘old way’?
I’m not saying don’t be bold. Bold changes can be energising for a team. What I’ve seen many times in organisations, though, is new senior hires coming in and destroying progress and moral because they are driven to make their mark on the company and make a name for themselves. Have you experienced this situation before? I’d love to hear your story.
Also published on Medium.