Architecting Change: Rethinking the role of goals in achieving necessary change

We talk a lot around here about Objectives and Key Results (OKRs), and in this episode, we dive into an adjacent topic: the role that goal setting can play in making a case for and achieving important change in our organizations. The audio for this episode is from a LinkedIn Live that I hosted recently (if you'd like to hear about our every-other Wednesday Live gatherings, join our email list). Those Live sessions are geared toward changemaker leaders and strategic implementors within organizations who are hungry for ways to increase change effectiveness, increase employee engagement, and spend more time focused on achievement of their most important priorities. 

In this episode, we look at:

• A few of the factors that make change hard for people and teams;
• Separating myth from fact about goal setting for change;
• The importance of shifting how we think about goals from a win-lose mindset to a win-learn mindset;
• I share some important tips for changemakers to increase their effectiveness at making the case for and achieving change in their work;
• And share a set of key questions you can use to unblock change.

I also share some updates about opportunities to work with me this month to help set your 2023 up for success:

1. Join us for the week-long No BS OKRs series focused on achieving change, which kicks off next week (asynchronously on Dec 12, first workshop on Dec 13);
2. We have two very rare individual coaching slots available in our monthly membership 1:1 coaching schedule; and
3. I'm in the early stages of planning a cohort of our deep-dive Leading the Connected Strategic Organization learning series specifically for people who are neurodivergent.

This course is for people leaders (and aspiring people leaders) who want to improve their skills with communicating expectations clearly; leading through conflict; and leading their teams for growth and high performance. This class and what we practice in it are helpful for all leaders, but we're hearing especially positive feedback from autistic participants,  leaders with ADHD, and people who have cognitive impacts from trauma. The approaches we learn and practice give leaders a toolkit they can adapt to their work (and fills in a lot of blanks for many of us who have struggled to develop effective leadership and management mechanics) to reduce the cognitive overhead of leading people and help us refocus on goal achievement and leading our teams for growth. 

For more information on any of the above, find me at http://redcurrantco.com or email [email protected]. 

Show notes and transcript are slightly delayed, but will follow tomorrow (Friday) at http://thinkydoers.com .