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Rapid Realignment: Proven Strategies for Unbeatable Performance

Rapid Realignment: Proven Strategies for Unbeatable Performance

(Editor’s Note: This is a guest post by Dr. George H. Labovitz and Victor Rosansky, the
co-authors of Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance.)

When Admiral Vern Clark became Chief of Naval Operations in 2001, he made our previous book, The Power of Alignment, required reading for all the admirals in the Navy. He did so because he could sense there was enormous misalignment in his organization that was costing his service in terms of performance and money. “Things were broken in ways that nobody knew,” he explained. “The Navy was hollowing out. It was my sense.” He told us, “that if we were a public company, we’d have been in Chapter 11.”

In support of his focus on alignment, we pointed out that there is over thirty years of empirical research that shows aligned organizations outperform their nearest competitors by every major financial measure. He surprised us, however, when he said, “that may be true, but the main reason I made alignment my number one goal wasn’t financial. It was because in my business, second place is a terminal disease.” At that moment we learned why the imperative to align is so great in military and government organizations: because the price of misalignment is so high.

But military and government organizations offer unique challenges to leaders charged with rapidly realigning them to meet ongoing challenges. Government functions are usually supply driven, and operating units are often insular and bureaucratic. Their focus is on spending budgets and on activities versus customer-related performance metrics. Also the scale of these organizations is often very large and the timeframe required for realignment is often very short.

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We spent years measuring the state of alignment within major military and government organizations and working with senior leaders to improve it, often with dramatic results. The lessons we’ve learned from military and government leaders who successfully realigned their organizations are contained, with others, in our new book Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance (McGraw Hill 2012).

    In each case, we’ve learned something new and valuable. We’ve learned for example, that leaders can create alignment by measuring alignment. And when leaders are provided information that informs action, leaders can take focused action that yields more immediate results.

    For example, one of those capable leaders was Vice Admiral Phil Balisle, head of the Naval Sea Systems Command, or NAVSEA. NAVSEA is a huge enterprise with over 54,000 people and a budget of more than $20 billion dollars. It is responsible for the technical and engineering support and long-term maintenance of the surface fleet and submarines.

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    VADM Balisle took command in at a time when the Navy’s brass felt that NAVSEA needed to revolutionize its procedures, streamline operations, and break away from the perception that it was dedicated to the status quo. He knew that the Navy’s usual three-year command cycle would make implementing long-term change difficult. Could he get it all done in three years?

    Adding to the challenge was the fact that the majority of his work force was civilian, not military. Most had been doing their jobs for years and had developed an entrenched way of doing things that had made them resistant to change — rapid change in particular.

    In taking on his task, Balisle adopted what we call a Slow-Faster-Faster approach: taking his time (up to six months), initially to listen, learn, gather data, and plan; speed up with a set of ambitious initiatives; and, finally, going all out to engage the workforce in enduring change, assessing alignment at each stage.

    Each initiative adopted what Balisle’s teams would call the “Hundred Day March.” One hundred days to align and transform long-established practices seemed daunting, but Balisle felt that the foundation of change had to be laid down quickly. The first 30 days of each “march” would be devoted to defining the problem and objective. What needed fixing, and how could they fix it? For each initiative the remaining 70 days would be devoted to implementation. By the end of the hundred days, the goal was to have new and aligned structures in place.

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    The balance of Balisle’s years in command was devoted to making those new structures enduring, and to engaging the workforce — from top to bottom — in the new way of operating. Gaining buy-in was an important challenge for each team. It required an aggressive communication plan that would reach every sailor and civilian employee with a consistent message over time. As in every other successful example of rapid realignment, message consistency and repetition was required to sustain the alignment initiative. Measurement was also essential. Balisle and his team used our web-based alignment assessment tool each year to measure how people were responding to changes and to identify barriers to further progress.

    As challenging as the NAVSEA project was, and as taxing as its hundred-day marches were for people, it worked. As Phil Balisle told us:

    “We saw results very quickly — money savings and improved efficiencies. We were doing jobs with less people, were cleaning up work areas so people felt better about their work and the organization of it. We could see tangible things that were very important to where we had to go. We also received recognition of progress in the Federal Government’s 2005 survey of Best Places to Work, which showed significant improvement in NAVSEA’S across-the-board scores and a rating well above Navy and Department of Defense averages. These results, which included ranking No. 1 in effective leadership among U.S. Navy organizations, were an especially notable achievement given the amount of change we imposed on the workforce.”

    These scores were gratifying, as NAVSEA had consistently ranked low in the Department of Defense survey prior to Balisle’s command.

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    VADM Balisle’s experience, and that of other military/government leaders we have worked with, proves that no matter how challenging the environment, with focused leadership action rapid realignment can be achieved.

    Dr. George H. Labovitz, co-author of Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance, is the founder and CEO of ODI, an international management training and consulting company, and professor of management and organizational behavior at the Boston University Graduate School of Management.

    Victor Rosansky, co-author of Rapid Realignment: How to Quickly Integrate People, Processes, and Strategy for Unbeatable Performance, is co-founder and president of LHR International, Inc. He has more than 25 years of experience as a consultant, helping Fortune 500 clients to drive rapid strategy deployment and alignment.

    (Photo credit: Business Chart showing positive growth via Shutterstock)

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    Last Updated on October 13, 2020

    How to Get Promoted When You Feel Stuck in Your Current Position

    How to Get Promoted When You Feel Stuck in Your Current Position

    Have you been stuck in the same position for too long and don’t really know how to get promoted and advance your career?

    Feeling stuck could be caused by a variety of things:

    • Taking a job for the money
    • Staying with an employer that no longer aligns with your values
    • Realizing that you landed yourself in the wrong career
    • Not feeling valued or feeling underutilized
    • Taking a position without a full understanding of the role

    There are many other reasons why you may be feeling this way, but let’s focus instead on learning what to do now in order to get unstuck and get promoted

    One of the best ways to get promoted is by showing how you add value to your organization. Did you make money, save money, improve a process, or do some other amazing thing? How else might you demonstrate added value?

    Let’s dive right in to how to get promoted when you feel stuck in your current position.

    1. Be a Mentor

    When I supervised students, I used to warm them — tongue in cheek, of course — about getting really good at their job.

    “Be careful not to get too good at this, or you’ll never get to do anything else.”

    This was my way of pestering them to take on additional challenges or think outside the box, but there is definitely some truth in doing something so well that your manager doesn’t trust anyone else to do it.

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    This can get you stuck.

    Jo Miller of Be Leaderly shares this insight on when your boss thinks you’re too valuable in your current job:

    “Think back to a time when you really enjoyed your current role…You became known for doing your job so well that you built up some strong ‘personal brand’ equity, and people know you as the go-to-person for this particular job. That’s what we call ‘a good problem to have’: you did a really good job of building a positive perception about your suitability for the role, but you may have done ‘too’ good of a job!”[1]

    With this in mind, how do you prove to your employer that you can add value by being promoted?

    From Miller’s insight, she talks about building your personal brand and becoming known for doing a particular job well. So how can you link that work with a position or project that will earn you a promotion?

    Consider leveraging your strengths and skills.

    Let’s say that the project you do so well is hiring and training new entry-level employees. You have to post the job listing, read and review resumes, schedule interviews, make hiring decisions, and create the training schedules. These tasks require skills such as employee relations, onboarding, human resources software, performance management, teamwork, collaboration, customer service, and project management. That’s a serious amount of skills!

    Are there any team members who can perform these skills? Try delegating and training some of your staff or colleagues to learn your job. There are a number of reasons why this is a good idea:

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    1. Cross-training helps in any situation in the event that there’s an extended illness and the main performer of a certain task is out for a while.
    2. As a mentor to a supervisee or colleague, you empower them to increase their job skills.
    3. You are already beginning to demonstrate that added value to your employer by encouraging your team or peers to learn your job and creating team players.

    Now that you’ve trained others to do that work for which you have been so valued, you can see about re-requesting that promotion. Explain how you have saved the company money, encouraged employees to increase their skills, or reinvented that project of yours.

    2. Work on Your Mindset

    Another reason you may feel stuck in a position is explained through this quote:

    “If you feel stuck at a job you used to love, it’s normally you—not the job—who needs to change. The position you got hired for is probably the exact same one you have now. But if you start to dread the work routine, you’re going to focus on the negatives.”[2]

    In this situation, you should pursue a conversation with your supervisor and share your thoughts and feelings to help you learn how to get promoted. You can probably get some advice on how to rediscover the aspects of that job you enjoyed, and negotiate either some additional duties or a chance to move up.

    Don’t express frustration. Express a desire for more.

    Present your case and show your boss or supervisor that you want to be challenged, and you want to move up. You want more responsibility in order to continue moving the company forward. Focus on how you can do that with the skills you have and the positive mindset you’ve cultivated.

    3. Improve Your Soft Skills

    When was the last time you put focus and effort into upping your game with those soft skills? I’m talking about those seemingly intangible things that make you the experienced professional in your specific job skills[3].

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    Use soft skills when learning how to get promoted.

      According to research, improving soft skills can boost productivity and retention 12 percent and deliver a 250 percent return on investment based on higher productivity and retention[4]. Those are only some of the benefits for both you and your employer when you want to learn how to get promoted.

      You can hone these skills and increase your chances of promotion into a leadership role by taking courses or seminars.

      Furthermore, you don’t necessarily need to request funding from your supervisor. There are dozens of online courses being presented by entrepreneurs and authors about these very subjects. Udemy and Creative Live both feature online courses at very reasonable prices. And some come with completion certificates for your portfolio!

      Another way to improve your soft skills is by connecting with an employee at your organization who has a position similar to the one you want.

      Express your desire to move up in the organization, and ask to shadow that person or see if you can sit in on some of their meetings. Offer to take that individual out for coffee and ask what their secret is! Take copious notes, and then immerse yourself in the learning.

      The key here is not to copy your new mentor. Rather, you want to observe, learn, and then adapt according to your strengths.

      4. Develop Your Strategy

      Do you even know specifically why you want to learn how to get promoted? Do you see a future at this company? Do you have a one-year, five-year, or ten-year plan for your career path? How often do you consider your “why” and insure that it aligns with your “what”?

      Sit down and make an old-fashioned pro and con list.

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      Write down every positive aspect of your current job and then every negative one. Which list is longer? Are there any themes present?

      Look at your lists and choose the most exciting pros and the most frustrating cons. Do those two pros make the cons worth it? If you can’t answer that question with a “yes,” then getting promoted at your current organization may not be what you really want[5].

      The two most important days in your life are the day you are born and the day you find out why. —Mark Twain

      Here are some questions to ask yourself:

      • Why do you do what you do?
      • What thrills you about your current job role or career?
      • What does a great day look like?
      • What does success look and feel like beyond the paycheck?
      • How do you want to feel about your impact on the world when you retire?

      Define success to get promoted

        These questions would be great to reflect on in a journal or with your supervisor in your next one-on-one meeting. Or, bring it up with one of your work friends over coffee.

        Final Thoughts

        After considering all of these points and doing your best to learn how to get promoted, what you might find is that being stuck is your choice. Then, you can set yourself on the path of moving up where you are, or moving on to something different.

        Because sometimes the real promotion is finding your life’s purpose.

        More Tips on How to Get Promoted

        Featured photo credit: Razvan Chisu via unsplash.com

        Reference

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