Change Execution: Go Slow to Go Fast

The art of going slow to go fast is a leadership tid-bit I learned from an executive leader whom I admire and respect. We will call her Gloria. Gloria was new to an organization, and in a role where she had an incredible amount of previous experience. Gloria understood that although she was very experienced with EXECUTING strategies to solve problems just like the ones she was facing in her new organization, she had to pace herself to align with the readiness of her new team. She understood that taking extra time up front would, in the end, allow her to achieve results and see outcomes faster. Taking that additional time helps a leader to establish trusting relationships and instill confidence in those they lead. The team begins to understand that their opinions are valued and their thought and ideas matter. When possible, leaders should allow time for education and philosophical discussions to help the team see value in the new process; and see themselves as owners of the change. What if there is no time for philosophical discussions? What about when things are happening so fast, it is necessary to move quickly? My advice would be to take the time when you can. When your team knows that your normal approach is careful and thoughtful, the trust you've built and the confidence you've established will allow the team to align with the "fast" execution of new processes easier.