I was scared and the team was concerned. I stood in front of fifty expectant and dubious faces–the newly combined sales and order processing team. Within a few months, we had to:
- Eliminate a nasty conflict that divided the team
- Move half the team to a combined space
- Remove two order processing and tracking systems
- Re-engineer the entire sales and order process
- Double the size of the team
I knew the physics of change: to every action, there is an equal and opposite reaction. The more we tried to do the greater the resistance from the team and the organization would be. I started up my PowerPoint and hoped my unorthodox approach worked. Continue reading Leading With Operating Metaphors