Breaking Boundaries When to SLOW and when to GO - Part 2 of 3
There are predictable boundaries and crisis points that we all face. This might be a hard decision you have to make on a small project or as large as an organizational pivot in the services you provide or an acquisition or expansion in the future. Some boundaries are true guardrails to keep us safe while other boundaries are movable with the right team, timing team and decision frame.
An example of an InitiativeOne organizational boundary:
InitiativeOne Psychographic - Our client filtering boundary system. If a prospective client violates more than 3 of these boundaries, InitiativeOne would not engage further with this type of organization. If a prospect violates 3 or less, we would have a direct conversation to reset the relationship.
- Do they beat us up on price?
- How do they treat our team in the "dating" process?
- Is the CEO all in and are senior leaders on board before going forward?
- Do they view Leadership Transformation as an "HR thing"?
- Is this a PROCESS investment not a PROJECT expense?
- Are we viewed as a partner or a vendor?
Dr. Fred also shared the boundaries he held on to that limited InitiativeOne growth in previous years.
- All services MUST be delivered in person.
- Facilitators are the only ones who can do business development.
- Leadership Transformation and Strategic Planning are the only services we will offer.
Thankfully as a company we worked through these boundaries, got ahead of the technology curve, and have developed and delivered a wider range of services. This helped InitiativeOne stay relevant and healthy during a challenging 2020.
Additional Resource: HBR - 3 Things You're Getting Wrong about Organizational Change
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