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Webinar: Six No-Fail Tactics to Pivot your Business with Immediate Results (and Long-Term Impact)

Walk away with the six no-fail principles that will swiftly transform your business or organization from where you are now to where you want to be – and engage your employees along the way.

Summary

Lauren Spagnola-Robins 0:00
So nice to be here with you all today. And I do have to thank elevate for all of the really good work and programming this year, I think it has come at a time when so many women have been affected by so many changes that have been happening in the world. And I've really been been relying heavily on it on both the personal and professional level. So I would say Well done, Johanna, I'm really excited to be with you all. today. I have, I'm talking about one of my favorite topics, which is how to realize changes in your business. And as I had, in my travels over the past several months by virtual travels, that would be I've been talking with so many people and so many women who have been affected by the change in 2020. And everything that that has brought, we have talked a lot about how they're pivoting their businesses, either exploring new product opportunities, expanding their customer base, or moving to a different route to market. Some have wanted to really figure out how to unlock their diversity, equity and inclusion agendas. And so this just felt like the right time to continue a dialogue and start to get really specific about what can be done to make those changes. So you've come to the right place, if you're looking to redirect the focus of your team organization, or you're working with a client to do so. Also, if you're just a professional living through the year 2020, because I don't think any of us are wrapping up the year the way we had intended to be when we looked ahead at it this last year at this time. So in terms of what we'll cover today, we'll talk about some really simple, but impactful tactics to take your team and organization from where it is today to where you want it to be a lien and a lot of talking about how to do that without additional resources with the the energy people financial resources that you already have, which is really important in these economic times, I'll lean into talk about how in each step of the process, you really need to and want to engage employees along the way, so that the change feels for them organic and limits change fatigue that they're already undoubtedly feeling. And you know, some mechanisms that will deliver short term wins with an eye on long term sustainability so that the future of your business can in fact be realized. We just a bit before before we kind of jump in apologies for this, um, my superpower and a bit of some of you who obviously johannah kind of introduced a little bit of my background. But what I really do is help organizations to create the right models, process tools, capabilities, culture, to take them from where they are today to where they want to be. And I've done that with a lot of organizations and teams throughout my career, some as a consultant, many in the last kind of 15 plus years that I was with the growth global drinks leader. But that is the the special sauce, if you will, that that I bring to the table. So I'd love to hear you know a bit about you. While I'm telling you a little bit more about why I do this. I'd love to hear where you're from, what pivot you are making, what pivot your business is making, what opportunities you have. And that will help me to make sure I'm bringing examples into the discussion today that are really going to resonate with you so so please, by all means, Tell, tell us a bit about yourself in the chat.

And while you're doing that, I'll talk a little bit about me. So, so I've already told you what I do really why I do it. I do have a passion for turning ideas and concepts into reality. And I love to do that with family with friends with myself. I'm a bit of a you know, productivity junkie. So that is the lens that I view the world is through kind of efficiency and and how to make things really, really focused on the customer experience. Whether that's customer stakeholder employee, really love to put myself in the shoes of the person who is experiencing the change. And, and really make sure that we're realizing that with with them in mind, I've done this for, for, as I mentioned clients and both corporate for the past several years of working across cultures and over 26 different countries. So really do know that one size does not fit all as it relates to change, particularly when you are engaging employees and stakeholders along the way. I also really spend a lot of time I as, as you know, evidenced by my work with elevate on part of Chief as well and luminary. So really focused on mentoring women, empowering women, helping them realize their their goals. I live in New York City, and I've got a husband and two kids. So that's a little bit about me, what you'll hear through this discussion today is very much about the how I do it, a bias for collaboration, agility, KPIs, and as I said, you know, strong focus, customer focus and a win win mindset. So, so just to get started, let's really jump into the thick of this. When we talk about resources, I hear time and time again, I need to make a change, but I don't have the money, we didn't get the funding we didn't get, I can't hire any more people. And and what I'm here to tell you is that you can make a change, you can pivot your business with the resources that you already have. So I will give, excuse me about that. I will give an example for diversity, equity, and inclusion is my first kind of example. And I will say that on so many folks are coming to me and I, you know, been a bit a part of a number of different webinars, where we talked about diversity, equity and inclusion and not having the money not having the time not having the resources to make a change. And I think what I really have understood is that they almost feel paralyzed by not having additional money or resources. And so what I what I want to talk to you about is how small tweaks that you make can point your organization in a different direction. So let's move on to the first kind of key tactic is rallying the troops, kickstart by uniting your team, your executive team, your leadership, team, your influencers around the agenda, and really committing them to engage their people. Those of you who are changed managers on the on the call would know may know the concept of boss squared. And what that means is everyone really changes and people in organizations change their behavior based on what they see their boss do, and what they see their boss's boss do. It's rarely going to going to change if the CEO is is talking about it, or walking the talk. But the other leaders in line managers in the organization are not. So I would say kickstart by really ignite uniting the executive team, make sure everyone is fully on board and asking them how they're going to mobilize all of their part of the organization, the line managers, the employees of them around there change.

Next, I would say is really rally the, the troops. Sorry about that. I think that Yeah, next is clearly defined success, I would encourage you to like you would in any other priority of build very quickly, specific tangible outcomes and performance metrics into the performance commitments for the organization. And defining what success will look like whether it's a customer satisfaction metric, whether it's increasing a sales metric, whether it's, you know, around the diversity agenda, targeting a certain percentage of LGBTQ folks in certain senior level roles or working with minority suppliers. Whatever it is, make sure you get really clear on what success looks like and build those into the performance commitments for the organization. This will this quantitative view of the world, we'll make it really black and white around the change that you need to make. We'll get into a bit more of the the softer side of it the how, but starting with the what is really important. Start with a clean sheet of paper. So this is really relevant when it comes to figuring out how to resource up a new priority or initiative. Starting with a clean sheet of paper means don't look at your budgets as they currently are. Don't look at your your people and what they're working on currently. Think about if you needed to start with a clean slate, what would you do with that budget? How would you what would the makeup of it be in order to unlock funding or resources to put towards your new priority, tell them tell everyone in your organization that you're really that you're doing this, you're starting with a clean slate, tell them what you're going to stop doing in order to create the organizational capacity in order to free up your people's time to lean into the new agenda. And this is really important, because so often, you know, so often, when new initiatives are launched, they're perceived as the flavor of the month, or they're really just not realized, because the organization's funding, or people resources have not been realigned in order to meet them. And this sometimes feels like hard work. And depending on how far off you're starting from, it can be hard work. But it is really important in order to unlock capacity and release funds and people energy for making the change real.

sustain the focus. And this is a really important one. Every business large or small, has certain performance routines, whether it's weekly status, reporting monthly financial reviews, talent reviews, scorecards, make sure that you're using not new mechanisms, but your existing mechanisms, tweaking those in order to accommodate the new changes that you're looking to make this will really help your people, they'll understand that, by having that constant dialogue around the shifts that you're looking to make, they will better understand the importance of it, it will be front and center all the time. And it will organically become part of the change that your business is making. This is also really important for tough stakeholder groups, stakeholder groups, you know, really tough stakeholders, I remember having a really reluctant stakeholder who was just not keen on driving the change. And he was very influential. And if we did not win him over, it was going to be really hard to get the rest of the business to change. But data is a really powerful thing. And it takes the emotion out of the conversation very often. So getting really clear on those metrics and constantly pointing back to them. It just helps to baseline everyone in the in the business around that change. It also gets employees excited because you can use that information to report progress on on how the performance of the business is changing. And they can see the the fruit of all of their hard work to in fact, make that change. So again, you know, communicating those, probably the progress against the reporting is really fun for them and important. So make it personal and this one is around. We've already set the objectives, you've got the KPIs, you know what you're looking to achieve, but really spend some time with that. Understanding what it means for them personally in terms of their reward system. By putting putting very custom and specific goals into their performance commitments, it becomes very real by asking them their ideas to on how their part of the business can embrace and in fact, in fact, shifts that to the change and really catalyze the change to make it happen. It's a great way to engage your employees as well as make sure that that constant dialogue is there and in their minds, because as they're talking about their performance on a regular basis, it's constantly coming back to the change that needs to be delivered. So if it's sales metrics, if it's customer satisfaction metric, if it's launching a new product, it's their role in doing it is constantly coming back. And they know that their performance and rewards will depend on it, it really changes the mindset. One of the examples that I thought would be relevant to share, particularly at a time that so many folks are focused on diversity, equity, and inclusion is, you know, the company that I worked with for years, was very ahead of the game, relative to others as it related to diversity, equity and inclusion. And, as a leader, I did not receive my full bonus, if I did not meet the performance commitments that we had, whether they that was looking at the succession pipeline of LGBTQ leaders, a certain percentage of women and diverse candidates in leadership roles, looking at minority owned suppliers for our procurement organization, it really hits home when your bonus and your performance performance commitments depend on the change that you're looking to drive.

And I would say this is a really important one to reinforce at every opportunity in a day. So and I encourage you on the on the chat, if you have you know, questions, comments, please, by all means, put them into the chat, because we will have some time, create some time to make sure we're having a bit of a discussion here. So please do throw them in. Micro actions go a long way. So at certainly leaders, people are watching their behavior all the time, but every gret every gesture, whether it's big or small, that reinforces the change you are looking to make will be noticed will go a long way. So asking the right questions, putting the right provocations in the room sharing the right articles, celebrating parts of the business that have been embracing the change, or that are really meeting their objectives around the change that you're looking to drive, whether it's getting a new product out there, whether it's it's changing your employee satisfaction results, whether it's diversity sales, forecast, whatever it is really celebrating those wins with the team and celebrating the people behind them will really go a long way. Every line manager in the organization walking the talk and constantly keeping that dialogue open. All of those mini micro actions make the organization experience an exponential change from every leader and employee who's making them I would say reinforce at every opportunity.

So just to recap, and I thought this would be useful to bring us into some dialogue or QA. rally the troops kickstart by uniting the executive team, committing them to engage their people, clearly defined success, build new specific tangible outcomes and metrics into the performance commitments of your leaders of your people. plan from a clean slate, reframe resources with energy with intent, don't just build on to what you're currently doing. But really zoom out and take a step back. If you could read if you could allocate your resources in a different way based on what your strategy vision or agenda looks like right now, how would you do that? If you could recast your budget in a different way? How would you do that? And there are certainly lots of different approaches and frameworks and tools and initiatives like zero based budgeting, zero based organization, you know, that can help you do this if you've got a larger organization, but there are also some simple guiding principles that can be used to align the team around those changes. And this so this is a big initiative One. But if you're going to unlock organizational energy, funding resources in order to make your pivot, this is a really important one. communicating what you're going to stop doing to your stakeholder group to your team to your customers, is as important as what you're going to start doing. And sustain the focus, again, that constant dialogue, keep the dialogue going through every meeting that you've got performance, routine scorecard, make it front and center, which is certainly small tweaks, but will make a big impact and certainly is all in language that your employees already understand. So the key to this is not introducing if you don't need to, if you're not talking about you know, a big large transformation, but you're really talking about pivoting on a dime, you need to make it endemic and how you're managing your business day to day. So sustaining the focus is is really key. And then and then finally making it personal. So think about what you're going to do to build this into performance reward systems to build this into recognition systems to build this into any of your employee reward or a ward systems. So there is a real opportunity again, to use what you already have today with some slight tweaks to expand and point your team in in the new direction. And And finally, micro actions go a long way. So reinforcing them at every opportunity and making sure that you've got an A chance to a platform that is already existing to use to make your change. So really engaging and talking and leveraging existing meetings, formats, coffees, training, every everything that you're already doing just with a slightly different lens can go a long way. Each of these changes. And the approach for each of these changes is is all about making this organic for your people. You'll notice that we haven't talked a lot about new stuff, we haven't talked about new forums, new reports, new governance bodies, this is all about taking what you already have, and figuring out how with some tweaks, a different lens, some some different energy and momentum, you can use those existing interventions as existing activities of routines, discussions, dialogue, to help your team embrace the changes and to actually make those happen.

So in terms of the the bottom line, and I do want to open it up for some dialogue, but to get results faster, you need to positively engage your people make the impact more in make the change more impactful and sustainable, build it into the fabric of your business. So do we have any questions in the sorry about that? I hit the wrong slide. Do we have any questions in the chat or from folks on the phone? And I think we can, you know, we can and should certainly open it up because I think the dialogue is the rich part of the of this kind of a session.

Kari 24:11
Laurie and I know that Teresa has a question here about micro actions drive motivation versus micromanagement.

Lauren Spagnola-Robins 24:21
Yeah, I think it's a really insightful, insightful point and it's a really important difference. I think the you know, when it when it talks about making a change, and you're you're talking about culture is really important. And and micromanagement is not what you want, what you want and what you'll see. These kind of six tactics, if you will celebrate and support is pushing it down into the organization really empowering your team's employees to come up with their own ideas to understand the outcome. And to figure out the best way to deliver it within their areas, as a leader in the organ in an organization or a team leader, align manager, an employee, you know, you're part of the organization, you don't, you can't play every role. So really empowering your team by giving them the outcome that you're looking to achieve, helping them have their fingerprints on it to shape it. And, and inserting those micro actions every day is very different than micromanaging to them.

Kari 25:36
And she added here also in regard to data, whether leadership or people in the trenches, show them something they can't unsee it so powerful.

Lauren Spagnola-Robins 25:46
Yeah, it's a really good insight. And I think the you know, it's it's mixing the art and the science, right, the data, particularly when you've had, you know, when you're in a business, or you've been working for a company or your own company for a while, it's really sometimes easy to get caught up in what's happening in your world, and lifting your head up and looking outside looking at what your other businesses are doing what is kind of best in class, what are the other trends that are happening in the world? what's around the corner, and bringing that data inside is is super powerful? That's a really, really good insight. How would you apply your framework to one person company is solopreneur? I think, Laurie? That's a great question. When I when I think about so much of this, probably the one of the biggest key tenants of this is reframing your resources. And resources when you're a solopreneur is time. mindset. It's money. It's your own personal, day to day. So it is about how do you take a step back, shed the shed the activities time, or, or things that aren't going to get you as far anymore. And this is probably even harder when it's as personal as you being a solopreneur. But really looking with a clean slate and saying if I were to start this business today, where should I be putting in my time, energy resources, and then determining what changes do you need to make? What do you need to stop doing? Where do you need to lean in more in order to do that? So out of all of these, I think the planning from a clean slate, and sustaining the focus on that are the most critical for a solopreneur you know, what is not measured is not done, whether you're a company of one or a company of 25,000. So really get defining success, and then coming back and understanding how you're doing against it, forcing that conversation, even if it's just with yourself on a regular basis, will ensure that you're keeping up with that those commitments that you've made to yourself and keep you on track. I think, Laura, you'd also mentioned, you know, looking to bring on additional resources, so you're not doing all the client work yourself. And, and with that, it's interesting, because I'm working with a client right now where we're doing, you know, we are doing just that. And it's really hard for solopreneurs to, to delegate, especially when so much of their, you know, their value in their client proposition is in the brilliant work that they do. So being really thoughtful about only doing the things that only you can do is really important in that situation.

Do we have any other questions or comments? Okay, well, I know we have, you know, kind of covered a lot in a short period of time. And what I will do is, I'll be sharing a handout that gives a bit more of the points behind the dip the six different tactics. Also, you know, I'm also welcome, welcome you to email me if you'd like a follow up discussion. In terms of the the scope of the work that I do this, the scope of the work that I do is I focus on transformation and change consulting with a real expertise in productivity and cost reduction, enterprise operations, and helping companies fast growing companies that are looking to scale for growth. So this is a bit of where I kind of spend my time but certainly, if You know, if you follow me on LinkedIn, you'll see some of the work that I'm doing some of the articles that I'm writing, and some of the case studies that I'll be sharing.

And for some reason, I can no longer see the chat. So are there any other questions before we wrap up?

Johanna Pulgarin 30:28
Lauren me here again, thank you so, so much. I think you've answered all the questions that were coming in through the chat, thank you for taking the time to look through those and, and engage with us and to really just take time out of your day to for this presentation. Really appreciate it. Lots of really great tips and advice there. And thanks, everyone, for joining us and for tuning in for sharing in the chat as well, that the handout that Lauren is talking about the link to that will be available and an email that goes out to everyone tomorrow, so keep an eye out for that. And just a reminder that today's webinar was recorded. So if you miss anything, you can go back and replay at your leisure on our website starting tomorrow. Thanks again, everyone.

Lauren Spagnola-Robins 31:13
Thank you so much. Bye everyone. Have a good day.

Transcribed by https://otter.ai


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