BECAUZ Accelerators

A Comprehensive Approach to Change

The BECAUZ Accelerator program utilizes proprietary Processes, Tools and Systems to install transformational change in Leaders, Teams and Organization. This process accelerates change because of our proven processes, dynamic facilitation and an integrated, systemic approach.

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

How can we create a leadership team to transform our firm?

Mike PongonCOOPoint B

How can we most effectively communicate our Real Estate Repositioning offering to add value for our clients?

Tony StewartVice PresidentMcKinstry

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

BECAUZ tailors the programs they offer us to closely align to our business needs. Each and every interaction has its own dynamic, and they are able to adjust what they do, live in the moment, to maximize results and value. That kind of adaptability and dynamism is a core skill you don’t often find.

Walter PuschnerVice President, User ExperienceMicrosoft

BECAUZ are savvy social architects who create environments that lead to extraordinary learning and results. With your help, our 80-person extended leadership team has moved from a “command and control” focus to an “inspire and involve” culture, with alignment and ownership embedded into the leadership ecosystem.

Jacky WrightVPMicrosoft SESIT

With BECAUZ we have consistently generated breakthrough results and have been able to align our teams around transformational strategy. We have built an adaptive organization that flourishes in the midst of uncertainty and innovates to create solutions that were unimaginable just a few years ago.

B.J. MooreVice PreidentMicrosoft - Enterprise Commerce IT

How can we engage our entire organization and partners as leaders to realize our vision?

Senior Director of a field readiness group

How do we get our engineering leads and their teams to perform at even higher levels as we grow and scale our business?

Brett HelselSr. VP EngineeringIsilon Systems, Inc.

What would be possible across teams if we collaborated?

Andrew ClaphamSenior DirectorDesign & Construction

How can we drive team performance, build client relationships and generate a better bottom line?

Erika SchmidtPresident & COOFrause

How can we build a global innovation engine without adding people or additional dollars?

Tyson HartmanChief Technology OfficerAvanade

Leading Change: Put Your Oxygen Mask on First

Ian McKelvie

One of the mottos of modern business might be: “The only constant is change.”

Ironically, the philosophy came from the ancient Greek philosopher, Heraclitus, in about 500 BCE.

Constant change isn’t a modern phenomenon. But certainly the pace of change is faster and the magnitude is greater than ever before—which places intense demands on business leaders.

The speed and enormity of modern-day change requires business leaders to be masters of change. They must understand the dynamics of change and transition, be able to lead effectively through its upheaval and ambiguity, and provide unwavering support to their people through the transition process. That’s a tall order.

To the many executives BECAUZ works with to accelerate the process of organizational transition, I advise: put your own oxygen mask on first.

The airplane safety videos tell you, “in the event of an emergency, put your oxygen mask on first. Then assist others.” That’s because you have to be in strong, able condition to provide useful support to others. In times of change, that means working through the transition process on behalf of yourself first, then supporting others.

Change brings emotional roller coasters for everyone in an organization even leaders. To lead effectively through transition, leaders must stay alert to their own individual responses to the turmoil of change. When leaders are aware of and dealing with their own turbulence, they’ll be in a stronger position to assist with employees’ oxygen masks.

I advise clients to develop a formal plan of how they will sustain themselves through the transition process, in more than strictly a business sense. Spend time considering how you will sustain yourself mentally, emotionally, physically, and more through the turmoil of change. Get a solid plan in place and continue breathing that oxygen so you can carry out your plan. Then you’ll be in a stronger, healthier position to support and guide your people through the ups and downs of transition.

Next week in my blog, I’ll talk about the three identifiable phases of transition: endings, neutral zone, and new beginnings.

One final thought about the constant of change. As the writer Robert Gallagher said, “Change is inevitable except from a vending machine.”

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