DCA Managing The C-suite Through Change

Odem Global, Inc.
Odem Global, Inc.Brand Transformation. Disruption. Innovation. um Odem Global, Inc.
Managing The C-suite Through
                      Change
                               By Dean Crutchfield Associates




         Dean Crutchfield Associates
What Else Can Be Done To
Manage People Through Change?




           Dean Crutchfield Associates
Back To Basics
How do we get out of our own way and stay alive in the fast lane of
change while recognizing that brand building and marketing in the
age of “They” is not what it used to be.




Perhaps most importantly, these are stories of changing a corporate
culture to allow all of the change to happen. Customers and
employees have more information and more choice, therefore…
                           Dean	
  Crutchfield	
  Associates	
  	
  
Back To Basics
       What strategies work when
       ownership of your brand is in the
       public domain?

       How do you make people inside your
       business and out bond with your
       brand change?

       How can you win or retain customers,
       drive sales or build your brand
       online?

              What are the issues and alternatives
              team members and executives need
              to be enticed to consider in order to
              grow the brand and their businesses
              in the ‘new’ normal of orchestrated
              media? How?
Dean	
  Crutchfield	
  Associates	
  	
  
Back To Basics
                These require a narrative that
                are made successful by
                building stories round careful
                planning, open source thinking,
                nontraditional marketing and
                getting breathlessly close to
                your customer/team/executive.

                In addition talking about their
                successes and the risks along
                with opportunities to pursue
                the key ambition of their
                assigned business as well as
                for the (master) brand.
Dean	
  Crutchfield	
  Associates	
  	
  
Professionals Focus On Strategy
     Leaders Focus On Logistics




           Dean Crutchfield Associates
Leadership: You’ve got to be in
the team to lead the team
Respect is earned: Do not underestimate
your influence in the organization.

Demand respect for your self for it’s not
about being liked, it’s about being respected,
trusted and then liked.

Don’t be left in the dark, request feedback,
direction and always more training. When
execs give you respect this filters down.

Provide a solution when posing a question:
never ask a question without providing a
solution making your self more valuable.

Work with the team/executives to prioritize
tasks - enlightens them to your workload.

Create a manual of good practice so if away
for any unexpected reason, anyone can pick
up the baton immediately.
Leadership: You’ve got to be in
                   the team to lead the team
                   Know your people: There are four
                   types:

                   ‘Amiables’ are typically friendly, but
                   don’t like to be rushed and tend to
                   butt heads with ‘Drivers’ who
                   accelerate change and are quick
                   and feisty whereas ‘Analysts’ analyze
                   everything and want data and get
                   wound up by ‘Expressives’ who are
                   very upfront and excited about new
                   things, but often don’t back it up.


Dean	
  Crutchfield	
  Associates	
  	
  
Leadership: You’ve got to be in
                   the team to lead the team
                   New members to the team must
                   adapt quickly: Your role is to lead
                   and make change a success to
                   grow the business, not support
                   other people utilizing you/team as
                   an easy fix.

                   Encourage those asking to think
                   about it and find the answers
                   themselves with good direction.
                   Build their confidence so they can
                   determine their own solutions
                   “encourage me and I will always
                   remember you.”
Dean	
  Crutchfield	
  Associates	
  	
  
Leadership: You’ve first got to
be in the team to lead the
team
Multimedia expertise: Don’t be shy -
be the “one minute expert” on
Microsoft, social media and/or have
‘friends’ in IT (invite them to one of
your sessions) who give you priority.
Above all else, ask for training (and
for the team).

Supporting multiple executives and
departments requires shuttle
diplomacy. This can be extremely time
consuming and political.

Communicate clearly that you’re
working on “landing a large aircraft”
after you’ve responded with “That
depends….”
It’s Program Management That
      Makes Change A Success!




         Dean Crutchfield Associates
Schedule: key to the kingdom
Join all staff meetings for better comms.
Initiate integrating all EAs into team
meetings on a regular basis.
It’s incredibly helpful to attend staff
meetings for insight into team/executives’
work-flow, priorities and broader range of
knowledge of what’s really going on.

Walk with executives between buildings/
meetings, so you can ask questions and
tell them what they need to know.

Peer groups provide opportunities for
knowledge exchange: set up an
appropriate peer group every two weeks
to gather advice and share best practices
and discuss the current issues. If hard to
organize, set up conference calls. Invite
an executive to come and talk about new
initiatives the company is undergoing.
Schedule: key to the kingdom
Calendar management is King. This is the
most important thing a busy team/
executive needs personally: time
management, calendar management and
keeping that crisp during the duration of
the program running.

Working virtually: organize one hour
executive team calls on the last Monday of
each month that is on everyone's’
calendar – everyone knows what the
critical issues are a head of time.
Organize a CEO webcast quarterly and
involve all. That way, everybody knows
what’s going on and you’re in charge.
Schedule online “chatting” with your
executives if they’re flight is wireless.
Build 10% downtime in the teams
schedule. When in need call their cell –
it’s a number only a few have access.
Tell Me, Tell Me What You Told
         Me, And Tell Me Again




         Dean Crutchfield Associates
Email: the e stands for
‘eternal’ mail
Begin the practice of an “end-of-day”
email. Team gets their answers and
doesn’t get bogged down with
emails/calls from you during the day.

Train your team/executives, e.g., an
email that has “Etc.” in the subject
line is a priority.

Clear subject lines for emails, e.g.,
“Four Questions” so when mobile, the
exec knows exactly how many
questions you have and the number
of responses required.

Compile a ‘Top 5’ email ever day to
your team/executives. They could
even be personal, e.g., anniversaries,
– what’s important to them (not you).
LET’S
GROW
  Dean Crutchfield Associates
Our Mission
                                       Achieving growth
                   For ambitious leaders who are driven to grow fast


                              Creating new business
       Orchestrating and activating accelerated outreach programs



                                  Building efficiencies
                     Rapidly sourcing the best talent for the business
                                                      
                                    Improving margins
       Rallying teams behind the brand and go-to-market strategy



                                     Boosting win rates
                 Delivering your best case and winning face forward
    
    
Dean Crutchfield Associates
Contact: Dean@deancrutchfield.com +1 917 239 3303
333 East 34th Street, Ste 15A/B, New York, NY 10016
                 Dean Crutchfield Associates
Dean Crutchfield Associates
                                       Growth Advisors




         Dean Crutchfield Associates
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DCA Managing The C-suite Through Change

  • 1. Managing The C-suite Through Change By Dean Crutchfield Associates Dean Crutchfield Associates
  • 2. What Else Can Be Done To Manage People Through Change? Dean Crutchfield Associates
  • 3. Back To Basics How do we get out of our own way and stay alive in the fast lane of change while recognizing that brand building and marketing in the age of “They” is not what it used to be. Perhaps most importantly, these are stories of changing a corporate culture to allow all of the change to happen. Customers and employees have more information and more choice, therefore… Dean  Crutchfield  Associates    
  • 4. Back To Basics What strategies work when ownership of your brand is in the public domain? How do you make people inside your business and out bond with your brand change? How can you win or retain customers, drive sales or build your brand online? What are the issues and alternatives team members and executives need to be enticed to consider in order to grow the brand and their businesses in the ‘new’ normal of orchestrated media? How? Dean  Crutchfield  Associates    
  • 5. Back To Basics These require a narrative that are made successful by building stories round careful planning, open source thinking, nontraditional marketing and getting breathlessly close to your customer/team/executive. In addition talking about their successes and the risks along with opportunities to pursue the key ambition of their assigned business as well as for the (master) brand. Dean  Crutchfield  Associates    
  • 6. Professionals Focus On Strategy Leaders Focus On Logistics Dean Crutchfield Associates
  • 7. Leadership: You’ve got to be in the team to lead the team Respect is earned: Do not underestimate your influence in the organization. Demand respect for your self for it’s not about being liked, it’s about being respected, trusted and then liked. Don’t be left in the dark, request feedback, direction and always more training. When execs give you respect this filters down. Provide a solution when posing a question: never ask a question without providing a solution making your self more valuable. Work with the team/executives to prioritize tasks - enlightens them to your workload. Create a manual of good practice so if away for any unexpected reason, anyone can pick up the baton immediately.
  • 8. Leadership: You’ve got to be in the team to lead the team Know your people: There are four types: ‘Amiables’ are typically friendly, but don’t like to be rushed and tend to butt heads with ‘Drivers’ who accelerate change and are quick and feisty whereas ‘Analysts’ analyze everything and want data and get wound up by ‘Expressives’ who are very upfront and excited about new things, but often don’t back it up. Dean  Crutchfield  Associates    
  • 9. Leadership: You’ve got to be in the team to lead the team New members to the team must adapt quickly: Your role is to lead and make change a success to grow the business, not support other people utilizing you/team as an easy fix. Encourage those asking to think about it and find the answers themselves with good direction. Build their confidence so they can determine their own solutions “encourage me and I will always remember you.” Dean  Crutchfield  Associates    
  • 10. Leadership: You’ve first got to be in the team to lead the team Multimedia expertise: Don’t be shy - be the “one minute expert” on Microsoft, social media and/or have ‘friends’ in IT (invite them to one of your sessions) who give you priority. Above all else, ask for training (and for the team). Supporting multiple executives and departments requires shuttle diplomacy. This can be extremely time consuming and political. Communicate clearly that you’re working on “landing a large aircraft” after you’ve responded with “That depends….”
  • 11. It’s Program Management That Makes Change A Success! Dean Crutchfield Associates
  • 12. Schedule: key to the kingdom Join all staff meetings for better comms. Initiate integrating all EAs into team meetings on a regular basis. It’s incredibly helpful to attend staff meetings for insight into team/executives’ work-flow, priorities and broader range of knowledge of what’s really going on. Walk with executives between buildings/ meetings, so you can ask questions and tell them what they need to know. Peer groups provide opportunities for knowledge exchange: set up an appropriate peer group every two weeks to gather advice and share best practices and discuss the current issues. If hard to organize, set up conference calls. Invite an executive to come and talk about new initiatives the company is undergoing.
  • 13. Schedule: key to the kingdom Calendar management is King. This is the most important thing a busy team/ executive needs personally: time management, calendar management and keeping that crisp during the duration of the program running. Working virtually: organize one hour executive team calls on the last Monday of each month that is on everyone's’ calendar – everyone knows what the critical issues are a head of time. Organize a CEO webcast quarterly and involve all. That way, everybody knows what’s going on and you’re in charge. Schedule online “chatting” with your executives if they’re flight is wireless. Build 10% downtime in the teams schedule. When in need call their cell – it’s a number only a few have access.
  • 14. Tell Me, Tell Me What You Told Me, And Tell Me Again Dean Crutchfield Associates
  • 15. Email: the e stands for ‘eternal’ mail Begin the practice of an “end-of-day” email. Team gets their answers and doesn’t get bogged down with emails/calls from you during the day. Train your team/executives, e.g., an email that has “Etc.” in the subject line is a priority. Clear subject lines for emails, e.g., “Four Questions” so when mobile, the exec knows exactly how many questions you have and the number of responses required. Compile a ‘Top 5’ email ever day to your team/executives. They could even be personal, e.g., anniversaries, – what’s important to them (not you).
  • 16. LET’S GROW Dean Crutchfield Associates
  • 17. Our Mission Achieving growth For ambitious leaders who are driven to grow fast Creating new business Orchestrating and activating accelerated outreach programs Building efficiencies Rapidly sourcing the best talent for the business   Improving margins Rallying teams behind the brand and go-to-market strategy Boosting win rates Delivering your best case and winning face forward     Dean Crutchfield Associates
  • 18. Contact: Dean@deancrutchfield.com +1 917 239 3303 333 East 34th Street, Ste 15A/B, New York, NY 10016 Dean Crutchfield Associates
  • 19. Dean Crutchfield Associates Growth Advisors Dean Crutchfield Associates