CHRIS EDMONDS<\/a><\/span>[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”3.27.4″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|”]Chris Edmonds is the founder and CEO of the Purposeful Culture Group, which he launched after a 15-year career leading and managing teams.[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.6.5″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”24″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” min_height=”929px” custom_margin=”0px||0px|” custom_padding=”||0px|||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet”]<\/p>\nTo build credibility for any desired changes, leaders must live out the new requirements themselves. That is, they must:<\/span><\/p>\n\n- <\/span>Model the changes<\/span><\/li>\n
- <\/span>Coach the changes<\/span><\/li>\n
- <\/span>Praise progress as others embrace the changes<\/span><\/li>\n
- <\/span>Redirect players who are not embracing the changes<\/span><\/li>\n
- <\/span>Hold themselves and all others accountable<\/span>\u00a0<\/li>\n<\/ul>\n
Whether the changes you\u2019re implementing include a new software system, a new rule about a specific behavioral expectation, a new purpose statement, etc., what matters is what happens after the change is announced. Yet most leaders operate under the faulty assumption that telling people what is expected ensures alignment to the change.<\/span>\u00a0<\/span><\/p>\nThis fallacy is known as \u201cmanaging by announcements,\u201d a fallacy that I call \u201cMBA.\u201d When embracing the MBA fallacy, leaders do a good job of defining purpose or policies or procedures. They then publish and announce the details \u2013 and expect that all players will immediately embrace the new expectations.<\/span>\u00a0<\/span><\/p>\nLeaders believe, \u201cWe\u2019ve told them what to do. Now they\u2019ll do it.\u201d<\/span>\u00a0<\/span><\/p>\nDefining and announcing the new expectations is easy! To ensure that desired changes take hold, though, leaders must spend time and energy to ensure people modify their behavior, adapt their approaches, and demonstrate the new requirements.<\/span><\/p>\n[\/et_pb_text][et_pb_video src=”https:\/\/youtu.be\/16yeDa41IEE” _builder_version=”4.6.5″ _module_preset=”default”][\/et_pb_video][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ background_color=”#f7f7f4″ custom_padding=”0||0px||false|false”][et_pb_row column_structure=”2_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_phone=”” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_phone=”” max_width_last_edited=”on|desktop” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px”][et_pb_column type=”2_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2021\/02\/2-1.jpg” alt=”leadership” title_text=”Word,Accountability,Highlighted,With,Marker,On,Paper,Of,Other,Related” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.6.5″ custom_margin=”1px|||||” animation_direction=”off” animation=”off”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.25″ background_color=”#efefe9″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2021\/02\/3-1.jpg” alt=”women’s leadership” title_text=”No,Excuses.,Motivational,Concept,Written,On,Chalkboard” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.6.5″ custom_margin=”1px|||||” animation_direction=”off” animation=”off”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.6.5″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20%|10%||10%” custom_margin_tablet=”|10%||10%” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone”]<\/p>\n
When embracing the MBA fallacy, leaders do a good job of defining purpose or policies or procedures.<\/p>\n
[\/et_pb_text][et_pb_text _builder_version=”3.27.4″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_phone=”20px||3.7%|||” custom_margin_last_edited=”on|tablet”]CHRIS EDMONDS[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ custom_padding=”0||0px||false|false”][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_margin=”-1px|auto||auto||” custom_padding=”0||0px||false|false” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.6.5″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” min_height=”666px” custom_margin=”37px||2px|||” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” custom_padding=”0px|||||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet”]<\/p>\n
Yet we see indications of the MBA fallacy all the time.\u00a0<\/p>\n
Here\u2019s an example. During interviews with a potential client, I learned of a recent exchange that was typical of how senior leaders interacted in this small manufacturing company.\u00a0<\/p>\n
Two executives got into a shouting match in the office. The madder they got at each other, the louder they got. Expletives were shouted. After five minutes of yelling, they each stormed off, leaving the 30 office staff shaking their heads.\u00a0<\/p>\n
I asked the CEO about this exchange. \u201cIt\u2019s not appropriate,\u201d he said, \u201cbut it happens all the time.\u201d I asked, \u201cWhat have you done to eliminate these screaming matches?\u201d He said, \u201cI told them to stop.”\u00a0<\/p>\n
This was MBA in action. He told them to stop, then expected them to align with his announcement. They didn\u2019t stop, and the CEO was at a loss as to how to address it now.\u00a0<\/p>\n
By doing nothing, the CEO was tacitly enabling this toxic behavior.\u00a0<\/p>\n
How well are new policies and procedures embraced in your organization? If you\u2019re like most companies, it all depends on how well \u2013 and how quickly \u2013 those new expectations are embedded as practices. So how can leaders immunize themselves against the fallacy of MBA? Follow the prescription noted above \u2013 live the new requirements in every interaction. Model the new rules, coach the new rules and hold people accountable for the new rules.<\/p>\n
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