Monday Stand To! by Richard Martin
Expert in Readiness and Exploiting Change
I once worked with a client on developing a new strategy and change plan to implement it. It was a wonderful plan. The only problem was that my client didn’t tell anyone on his team what he had in mind and why he was doing it. As a result, there was much more negative emotional reaction to forthcoming changes than necessary. Since then, I always remind my clients that they have an obligation to tell their team the basics of what is going on, to avoid needless worry and rumour mongering.
It is said that “nature abhors a vacuum.” In organizations this often translates to rumours. In the absence of validated, useful information about future intentions and operations, people will often rely on rumours and dubious information. Some people will actually craft stories and information in order to validate their fears or concerns. This tendency must be countered aggressively in order to ensure that the right information is getting to the right people about the right things at the right time.
Military leaders are taught to activate their troops with correct information on a regular basis by issuing Warning Orders. These aren’t a warning to stop rumour mongering, but rather a warning that there is a new mission on the horizon requiring preparation and planning.
We’re now at Step 3 of the Business Readiness Process (BRP) I’ve created based on military readiness procedures:
Step 3: Activate Organization or Team
You’ve maintained situational awareness and validated or confirmed your mission and goals (BRP Step 1).
You’ve done your preliminary assessment of readiness/preparation tasks and the time required to do so and confirmed that you can meet your priorities within the time available (BRP Step 2).
Now you must activate your team so it can prepare mentally, physically and materially for the upcoming mission or operation. At the very least this must include:
- Quick update of the changing situation, including relevant new trends, threats, and opportunities
- Description/confirmation of new/existing mission
- Expected time and/or date of new mission start (can also be expressed as “no change before” a certain date and/or time)
- Date and/or time that new plan will be ready and presented
- Specific preparations that can be undertaken in anticipation of this new mission
- What will likely remain unchanged and what will likely change
| Business Readiness Process (BRP) | |
1. Ensure vigilance through situational awareness. 2. Do preliminary assessment of tasks and time. 3. Activate organization or team. 4. Conduct reconnaissance. 5. Do detailed situational estimate. 6. Conduct wargame and decide on optimal course(s) of action. 7. Perform risk management and contingency planning. 8. Communicate plan and issue direction. 9. Build organizational robustness. 10. Ensure operational continuity. 11. Lead and control execution. 12. Assess performance. | |
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Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?
Feel free to contact me at any time to discuss your objectives and needs.
And remember… STAND TO!!!
My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.
© 2016 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.
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