Bring the Future to Life

1. Case for Change. Have we convinced the organization that the status quo is unacceptable?
2. Compelling Intent. Is our story of the future meaningful to our people and securing emotional buy-in at all levels?
3. Credible Solutions. Are the proposed solutions appealing so the organization, and will they work in our culture?

Inspire Deep Commitment

4. Aligned Top Team. Do we have the right

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Authors: Charles Ormiston, Manny Maceda, Michael Garstka
Source: Choreographing a Full Potential Transformation
Subject: Change Management Questions

Companies collect and analyze a great deal of information in order to estimate their value-creation potential. But in our experience, that information doesn’t always help them answer the most important questions when it comes to creating a detailed value-creation strategy. Below are eight questions that we believe should inform every company’s strategy to create value. If you don’t know the answers to these questions, you … [ Read more ]

Authors: Daniel Stelter, Eric Olsen, Frank Plaschke, Gerry Hansell, Hady Farag, Jeff Kotzen
Source: Improving the Odds: Strategies for Superior Value Creation
Subjects: Finance Questions, Management Questions, Strategy Questions

Is the roadmap clearly defined, logically structured, and readily implementable?

• Is ownership and accountability for the roadmap clearly established? Does the ownership structure tie logically to the content of the roadmap?
• Is the roadmap logically disaggregated into regular milestones that are sufficient for review of main actions and progress against plan?
• Are the milestones tangible enough to describe how the roadmap will really be achieved?
• Is the timing

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Authors: Huib Kurstjens, Kimberly Powell, Massimo Busetti, Michael Shanahan, Mike Lewis, Perry Keenan
Source: Changing Change Management: A Blueprint That Takes Hold
Subject: Change Management Questions

Modeling effective communication

• Am I communicating openly and honestly, and addressing key issues directly?
• Am I reinforcing the purpose for change in alignment with the leadership team?
• Am I displaying positive support for the change?

Modeling effective outreach and connection

• Am I establishing a personal connection broadly with my organization and deeply with key stakeholders?
• Am I actively listening to concerns and soliciting feedback? Am I leveraging that information

… [ Read more ]

Authors: Huib Kurstjens, Kimberly Powell, Massimo Busetti, Michael Shanahan, Mike Lewis, Perry Keenan
Source: Changing Change Management: A Blueprint That Takes Hold
Subject: Change Management Questions

1. Is the project led by a small, focused team that has relevant experience and is mentally prepared to tackle common innovation challenges, such as rapid changes in strategic direction and significant resource constraints?
2. Has the team lived with, shopped alongside, worked next to, or otherwise invested enough time with prospective customers to develop an empathetic understanding of them?
3. In considering new ways to serve these

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Authors: David Duncan, Pontus M.A. Siren, Scott D. Anthony
Source: Assessment: Should We Pursue This New Project?
Subjects: Customer Questions, Management Questions, Project Management Questions

1. What is our mission?
2. Who is our customer?
3. What does the customer value?
4. What are our results?
5. What is our plan?

Author: Sally Helgesen
Source: Frances Hesselbein’s Merit Badge in Leadership
Subject: Management Questions

1. Clarifying questions help us better understand what has been said. In many conversations, people speak past one another. Asking clarifying questions can help uncover the real intent behind what is said. These help us understand each other better and lead us toward relevant follow-up questions. “Can you tell me more?” and “Why do you say so?” both fall into this category. People often

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Author: Tom Pohlmann
Source: Relearning the Art of Asking Questions
Subject: Management Questions

Collaborating effectively requires helping others. And helping others requires compassion, which in turn means learning about who they are and what they want. So in order to help my clients, at the start of each relationship, I devote two or three hours to asking the following questions:

• What are your proudest accomplishments and biggest disappointments?
• Which activities energize you and which drain you?
• How do other people

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Author: Susan Cramm
Source: What’s Love Got to Do with Business?
Subject: Organization Questions

1. Is my manager a listener or a reader? Listeners want to hear information first and read about it later. Readers prefer to see a written report before discussing it with you.
2. Does she prefer detailed facts and figures or just an overview? If she thrives on details, focus primarily on accuracy and completeness; if she prefers an overview, emphasize the clarity and crispness of

… [ Read more ]

Source: Figure Out Your Manager’s Communication Style
Subject: Personal and Career Development

The entire history of management ideas can be seen as a series of answers to a few pragmatic queries.

1. How do we win?
2. How do we prepare for uncertainty?
3. What will help us make smarter decisions?
4. What do we know about change?
5. What’s the best way to do the work?
6. How can I possibly get everything done?
7. What systems should we use to track how we’re doing?
8. What’s our ideal organizational

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Authors: Art Kleiner, Nancy A. Nichols
Source: 20 Questions for Business Leaders
Subject: Leadership Questions