We crystallize ideas and plans so they can be clearly communicated.
We canvas the necessary people, gather the available ideas, and workup position papers, supporting briefs, presentation decks, and keynote speeches. For example:
- The rationale for a change process
- Making a case for amendments to policy or funding
- Advocating a point of view in public forums
- Building consensus with a contentious issue
- On-going practices to make improvements
- Research from materials and discussions with key staff
- First draft (text or deck or both)
- Second draft (text or deck or both)
- Third draft (ready for use)
- Varies by situation
Codes help organizations meet what’s ahead.
Most places have certain ways of doing things and standards they wish to maintain. A code puts that in writing. It presents ways to respond as circumstances emerge. It makes expectations clear to everyone, both inside and outside the organization.
A code tells people the standards of service they can expect. Often, a code will include a means to complain if it seems like promises haven’t been met, together with an explicit process for reviewing complaints. It’s a way an organization says here’s what we intend to do, and here’s what you can do if you think we’ve fallen short. A best practice is presenting complaints that have been resolved and how the process worked.
The net effect increases trust. With it can come greater loyalty to the organization.
- Codes of practice typically lay out specific do’s and don’ts that apply to the work of the organization. There may be codes for the whole company, for senior teams, or even participants in standing meetings. Sometimes, they’re for specialized units, for example, newsrooms within a larger media company.
- Codes of ethics express values and aspirations. Instead of specifics of what to do, a code of ethics describes how to approach what to do.
- Some places have one or the other, others have both. Or they may preface a code of practice with its underlying ethical principles.
Codes are dynamic documents. Expectations and standards may change, perhaps from recent events, or findings in law, or new possibilities. For example, a growing number of organizations working with artificial intelligence have recently developed codes to guide their research and new products.
We’re accustomed to using codes in day-to-day operations:
- Developing new codes of practice or codes of ethics
- Refreshing existing codes to reflect new practices or circumstances
- Delivering workshops for staff about new/updated code provisions and how they can be applied
- Briefing senior management or boards about matters arising from codes, acting as a trusted third party
DELIVERABLES: Determined by project
TIMING: Determined by project
The longer a transformation stays idle, the harder it is to get going again.
Stopping part-way through squanders the groundwork already invested. It denies opportunities anticipated in the original plan. Stopping also reduces the chances for success in the next change project.
Regaining momentum requires a concerted effort. Missteps reinforce resistance, retrenchment, and the negativity that may have already put the project in park. The way forward needs to be clearly and universally communicated until traction is assured.
We get things moving again, either advising from the sidelines or in a front-line role. We have several prior instances to draw upon, including changes in presentation and formats, substantial shifts in workplaces and workflows, and implementing new operating priorities.
We begin with where things stand without dwelling on ‘what went wrong’. Instead, we focus on practical steps forward.
- Resumption of transformation in a way that will sustain over time
- Step-by-step advice or direct project management, as situations warrant
- 3 – 12 months
- High degree of variability, influenced by the project
scopeand by emerging circumstances
We help senior teams figure out their next moves.
Most often all the ingredients for the next plan are already in the group. They simply need to be surfaced and organized in a way that draws from everyone’s experience and doesn’t get pre-empted by the needs of the day. We can help. We’ve worked in senior teams and know how they function.
We prod for clarity and push towards measurability. We understand that when the stickies and dots are put away, the needs of the organization resume right away. We’re committed to delivering tangible outcomes for immediate and longer-term implementation.
We can be a trusted third-party when difficult conversations are needed. Surfacing sensitive topics can be more productive when directed by a person not involved in the circumstances.
Our facilitation services are best used for:
- Setting new directions, priorities, and targets
- Building alignment on an initiative or theme
- Determining and framing changes/reductions
- Working through sensitive issues
- Session design and preparation (including venue details)
- Facilitation of session
- Debrief with commissioning manger(s)
- Written report/summary, as needed
- Typical sessions are 1/2 day, 1 day, or 2 days
- Varies by scope