Louis Carter presents a four-phase change methodology: identify 8-12 senior supporters, spend two months co-creating goals and OKRs, spend two months on detailed plans and cost-benefit analyses, then execute while tracking 10-20% improvements. He draws on 25 years of organizational-development research and positions success as mutual.
Chapters
Thanks for making it this far in the process. By now, it's clear that you're serious about this. I'd like to share with you my process. This process is not just me coaching. This process is my team and others inside of your team actually implementing this new result, these new changes. And these changes take the shape of increased sales, compound annual growth rates, specificity around improvement in any areas that you define for your company as important. As you see, envisioning and vision is one of the first steps of this process because of that. We need to discover what is best for you and how you can best implement that change for your company. Envisioning is critical for that stage. And in order to get to the point of establishing, executing, and tracking, we must first truly understand the perspectives of your employees and how that will connect to your vision for the company, a positive vision for the future. So we'll together create that vision and goals and then enable an understanding, create an understanding from your leaders at the top, usually 8 to 12, who are called supporters—people who support your leadership effectiveness and the effectiveness of your company and the implementation of your vision. We need to know the people who will actually be helping you, who will be properly mirroring, challenging, supporting, and moving to decisions. Without that knowledge and perspective, it's very hard to move forward. They will also be your implementation team to drive into the magic middle and into the front lines of your company. So learning from these people, asking them questions, developing a report, reporting back to you on it, establishing an understanding of how you will make changes and goals based upon their perspectives, and then creating a really amazing envisioning session with them where they actually create those goals and implement those new behaviors, and they create a better future for you and your company based upon where you know it needs to go. Then we establish it with your main team. These will be the people who actually implement the progress, and we will hold all of the objectives, key results, milestones, and key results to help form and hold everyone accountable. We will hold people accountable and create that new kind of culture, leadership, and way of being that wasn't there before. That will get you to the goal and knock out the noise in the execution phases. So you'll know the people who will potentially be sabotaging as well as become obstacles to you and your growth. We'll know who they are, we'll help them come on board, and we'll help them understand how it helps them and others to do so. This is an essential part of it. And finally, tracking it all. Tracking how people are doing. Are they doing 10%, 20% well in specific areas? And it's— and making that culture open, saying it's okay to say if it's 20%. In fact, we want to know if it's 20% or 10% because then we can help you get to a higher number. We can understand really where you're at too, to give you feed forward, to give you advice, to give you more resources to get to that final stage. Some sample milestones takes about 2 months for the visioning stage, for actually learning about who your key stakeholders are, your supporters, and then about 2 more months for establishing it, the reporting, the goals, the cost-benefit analyses, the way in which you'll actually implement it with your teams and they'll actually do the goals and do and volunteer to get it done. The execution phase is when they do get it done. We knock out the noise of potential sabotage and potential obstacles to that growth, and then we track it continuously. We actually bake in accountability by showing it, by being it, and discovering where parts are that could be done better, and establishing that open culture of saying, "This is where I'm at, and this is how I need help." All of which is using advanced techniques in organization development that we've developed— I developed over 25 years and have been around for many, many more years than that, backed by amazing amounts of evidence-based research and incredible cases that I bring to you here in real life doing this with you, for you, and being your coach, your advisor, your facilitator, and, uh, your confidant, the person that's really going to bring you to where you want to go. Because when you're successful, I'm successful. And I only want to work with people who want to be successful, trust the process, and really want to also not just have fun getting there, but achieve this effectiveness and end goal. So if you're the type of person that wants to achieve great results and you truly want to trust me and work with me to get there, I have a great team of people. I can get you there. I will get you there. I know I can do this. The choice is basically when do you want to start and when do you want to get to where you want to go, because I'm going to help you get there.
