Last week the Harvard Business Review blog included a case study that is a good summary to our discussion on building trust. It focused on the tech company Nokia and how it dealt with major industry changes and the resulting need to completely overhaul their business strategy.
The article described three important practices the company’s newly-appointed board followed to address the emotional side of strategic change. In order to move ahead, they focused on building trusting relationships among the leadership team and across the company.
#1 Increase trust by defining new conversational norms. The previous leadership made it uncomfortable for people to express their opinions and voice concerns. In contrast, the new board identified “Golden Rules” for board discussions that included showing respect to each other and assuming that people are speaking with good intentions. Following these rules created a culture where people felt free to express alternative viewpoints and generate more options.
#2 Reduce emotional attachment to the prevailing strategy by generating many new options, not just one alternative. People are more willing to express concerns and identify weaknesses in organizational strategy when alternatives are available. As the board created a culture in which multiple options are considered, they were able to make more thoughtful decisions.
#3 Nudge top managers to pay attention to data that conflicts with their gut feelings. It’s easy to get caught up in wishful thinking. Paying attention to data helped the leadership to make better decisions and deal with their current reality.
Similar to the tech industry, higher education is in the midst of disruptive changes. I found these actions applicable to the work I do as a leader. What do you think?
Dee Anne Bonebright