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IT Management Slideshow:
10 Steps for Pushing Your Agenda

By Mike Hawkins on 2010-02-11


Change is hard. Doing what you’ve always done is easy. Doing something new that requires a change in thinking, changes in procedures, and changes to systems are difficult.

That’s where leadership comes in. Executive coach and former technology executive Mike Hawkins explains how leaders can win support for their priorities and initiatives.


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Start With the End in MindCreate a clear picture of your desired end-state. Be as specific as possible. Define it in a way that creates vivid imagery and engages people’s senses.

Gain Early Buy-InInvolve early all the stakeholders that will be impacted by the initiative. Utilize their ideas as much as possible. Help them acquire a sense of co-ownership for the initiative.

Consider AlternativesThere is always an alternative to a proposed approach, including doing nothing. Find support for the best option by testing and evaluating the alternatives against agreed upon decision criteria. Minimize biases and predictable errors in decision making by using clear and objective criteria.

Create the Motivation for ChangeUse metaphors to give meaning to the numbers. Give examples of similar success stories. Explain in compelling terms the reasoning, and value to be achieved.

Make It BelievableRemove any doubt of success, but be candid about challenges. Present contingency plans that outline how you will deal with anticipated setbacks. Make the roadmap to success a straightforward one.

Outline the PlanTranslate the “what” into the “how” via a detailed implementation plan. Include milestones that represent progress points that will be measured. Break the initiative down into small chunks that demonstrate stand-alone successes that deliver incremental value.

Make it EasyDon’t expect people to add more work to their already overloaded schedules. Add elements of fun and convenience into the plan where possible. Make accommodations that free up a commensurate amount of employees’ time and energy that is being asked of them.

Have a Definitive CutoverSet a specific day and time when the initiative will kick-off. Avoid any potential scheduling conflicts that could derail the program. Make any fallback options and the feasibility of quitting as unattractive as possible.

Utilize Your ResourcesSeek wise counsel from those who have successfully accomplished what you are pursuing. Demonstrate an overwhelming show of force from others to make people feel part of something significant. Ensure you have sufficient resources in place from the beginning to get off to a strong start and create a good first impression.

Maintain Your Focus Don’t declare victory at the first signs of success. Practice the desired behavior, employ the processes, and utilize the new systems daily until they are embedded habits. Don’t let special circumstances or other obstacles prevent continuous application and progress.

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