I have written before about the “First Five Percent.” That’s my approach to strategic change management that says the quality of the first five percent determines what happens in the rest of the process.
I was in Los Angeles last week, working with a large association, on a strategic plan for their organization. It was the start of a year-long process to build a high-performing organization. One of the rules of the First Five Percent is to engage as many people as possible early on. You never know who may have an excellent idea. The more people you engage early on, the quicker you can identify the best thinking and the hidden resources.
In the room were 300 people, including chapter leaders, local officers, and board members. The agenda was flexible. Depending on how the first exercise went, I was prepared to go in different directions to assure high levels of participation. The first question I asked was: “Think about two years down the road and where you want the association to be. Tell me the specific changes you want to see and your measures of success.”
They worked on this question for 60 minutes and wrote down their responses on flip chart paper. Each group then reported out. I then asked them: “What did you hear yourselves say? What did you agree on?”
Everyone called out what they heard. “Increase membership.” “Fill our vacancies.” “Create a new business line.” Their juices were flowing.
”How would you measure success?” I asked. They shouted out what they’d heard. I listed four specific measures to rate success. I asked if they all agreed. Everyone raised their hands.
They took a quick break for lunch. While the room was quiet, I thought about my next move. I looked over all of their reports, and decided I should simply tap into their energy. I listed 12 goals on flip chart paper. Each goal came from them, like “Double our membership” or “Increase our political clout.” I posted these goals on the walls of the room. After they returned from lunch, I said: “Take a look around the room. These are your goals. Find the goal you feel most passionate for. Go stand by that goal. There are blank pieces of paper for those who are passionate about some other goal.”
The group divided itself into teams around each goal. I asked them to develop an action plan for each goal and then report out. During the report-outs, I identified key issues that needed to be resolved and facilitated a discussion around each issue. If someone drifted off topic, I employed the two-minute rule (“Anything important can be said in two minutes”) and they got back on course. We wrapped it up at 4 p.m.
Then I asked what they liked about the meeting. “It was energizing,” someone said. “Great ideas!” several people said. “Your guidance,” someone said. “The two minute rule!” a few shouted. “We’re excited to be building our organization,” a woman said.
“And what change would you like to see?” I asked.
“That we have to leave!” a man shouted. Everyone laughed.
