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4. Political Hurdle

Even if an organization has reached the tipping point, powerful vested interests will resist the impending reforms. The more likely change becomes, the more fiercely and vocally these negative influencers—both internal and external— will fight to protect their positions, and their resistance can seriously damage, even derail, the reform process.

Tipping Point Leadership

  • Put a respected senior insider on the top team
  • Indisputable facts

Identify and silence key naysayers

EXAMPLE

  • John Timoney (20 years veteran);
  • Crime-reporting system
  • Mayor Rudolph Giuliani and the New York Times

Movement

Strategy

  • Motivate key influencers and they'll motivate everyone like kingpins in bowling
  • Make challenges attainable

EXAMPLE

  • Review meetings with precinct commanders (key influencers)
  • Series of specific goals

3. Motivational Hurdle

Alerting employees to the need for change and identifying how it can be achieved with limited resources are necessary for reaching an organization’s tipping point. But if a new strategy is to become a movement, employees must not only recognize what needs to be done, they must also want to do it.

Framing the challenge is one of the most subtle and sensitive tasks of the tipping point leader; unless people believe that results are attainable, a turnaround is unlikely to succeed.

by W. Chan Kim and

Renée Mauborgne

NYPD - Results

  • Fellony crime fell by 39%
  • Murders fell by 50%
  • Theft fell by 35%
  • The public confidence jumped from 37% to 73%
  • Job satisfaction in police department reached an all-time high

How can you catapult your organization to high performance when time and money are scarce?

Tipping Point

Leadership

How can you overcome the hurdles facing any organization struggling to change: addiction to the status quo, limited resources, demotivated employees, and opposition from powerful vested interests?

Not every executive has Bratton’s personality, but most have his potential—if they follow his success formula.

In any organization, once the beliefs and energies of a critical mass of people are engaged, conversion to a new idea will spread like an epidemic, bringing about fundamental change very quickly.

1. Cognitive Hurdle

The hardest battle is simply getting people to agree on the causes of current problems and the need for change.

Make key managers experience your organization’s problems.

Face-to-face

Internal communications strategy

Community meetings

EXAMPLE

  • Officers commuting by subways
  • MBTA's general manager tries small squad car
  • Community meetings
  • Video messages in roll calls

Concentrate current resources on areas most needing change and that have the biggest possible payoff.

EXAMPLE

  • Concentrate manpower in the most dangerous stations
  • Bust buses
  • Trading resources

Bill Bratton, New York Police Department's chief police, transformed the U.S.’s most dangerous city—New York—into its safest.

2. Resource Hurdle

Once people in an organization accept the need for change and more or less agree on what needs to be done, leaders are often faced with the stark reality of limited resources.

TIPPING POINT LEADERSHIP

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