I liked your question, David. I don't have time to give an in-depth
response, but I would advise you to develop peer pairs or trios of these
top leaders -- we call them learning partners -- and introduce the idea as
part of your training. The purpose of the partners would be to give them a
structure within which they could relatively safely find support and a
place to vent, etc. I have also combined these with some sort of a
contract that the partners make with each other; e.g.: "I will call
you/meet with you at these times over the next month and the purpose of
these meetings is to..." and then have them get their calendars out. I
would also suggest going with the flow -- allow pals, friends to pair with
each other and not to force max-mix at this time (i.e., don't worry about
the fact that there are cliques). I have found that some senior leaders
respond well, others don't and choose to isolate. Hope this is useful. I
could add detail if you want. Center for Creative Leadership has some
literature on this, I believe.
_______________________________________________________________________________
From: learning-org@world.std.com on Wed, May 31, 1995 7:02 PM
Subject: Change management at the top LO1451
To: learning-org@world.std.com
The learning-org list participants gave me such useful input on my
question last month about horizontal and vertical integration, that I'm
coming back for more. This time it's change management.
[quote of prev msg snipped by your host]
-- Scott Caldwell scaldwell@accgw.ghc.org 206-326-2102