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Kent Blumberg

Lots to chew on here. I'd like to comment on employee engagement/executive engagement. Part of the problem might be in seeing these as two separate populations, when, in fact, executives are also employees. And both employees and executives are people will real human emotions, worries and frailties. In a change effort, ignore the needs of anyone in the chain, from CEO to floor sweeper, and you are courting failure. Everyone needs to be engaged, not just the CEO and not just the front line.

Steve Roesler

Hello, Kent,

You stated much more clearly what I was trying to get at. Thank you.

Some of the early change management programs set up the employees as "targets" of change. That made the senior people the "hunters", if you will, and created an artificial dichotomy at the very time when a company needed to have a unifiying mindset.

I see the same thing happening in an unspoken way in a lot of the engagement literature and "programs." What we're proposing here is Total Employee Engagement (TEE for the acronym inclined--ouch), or something like that.

Wally Bock

I know that I'm still a cynic after all these years, but one thing you haven't mentioned, Steve, is that change and re-organization/mergers in particular, are great ways to avoid being accountable for results. "Yes, I know our profits are down, but we're reorganizing." After we reorganize, of course, we'll be installing that new IT system, and then the business intelligence system. We could be responsible for results then, but we really should do some strategic planning. Said, planning will surely result in a reorganization/merger and so the cycle begins again.

Steve Roesler

You know, Wally, I haven't mentioned the whole re-org thing for the very reason you mentioned. In fact, about 4 years ago I began to give a polite "Thank you, no" to engagements that were only focused on reorganization.

What is meaningful is almost always underneath the re-organization initiative. When people are up for addressing those substantive issues--and part of the real solution is some kind of sensible re-structuring--then I'm in.

As for being cynical: I think that really means that your depth of experience combined with the reality of what you've seen equals a discerning look at "all things reorganizational."

BTW: I started to comment on your dead-on post today and then got involved in a phone call. Will head back to the blog later when things lighten up a bit.

Thanks as always for offering your commentary, experience, and valuable time.

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