Michel took over her new position as CIO. She spent the first several months, observing, talking, and getting to know her staff and processes. While this company was larger than her last one and her responsibility was much greater, she noted that there were many streamlined processes in place. In general, projects were managed and customer service was high--at least in terms of the delivery.

What puzzled her was that many of their internal customers complained about the length of development time and modification turnaround. From what she could see, her staff was quite efficient.

She decided to call a staff meeting around this topic. She asked volunteers to play out the various roles and phases of a request... customer request, order processing, development/technical work, delivery, etc. Two things stood out in this process. The time an order was requested until the approval for it be worked on was given to the technical staff could vary from 2 weeks to a couple of months. The same thing happened at the sign-off end. The actual work moved quickly. As they talked, they realized that several manual processes for original sign-offs were still part of their procedures. Technology had changed significantly, but each person who had to sign-off on a request or the final product, still had to print the request, sign it and then either hand deliver the hard copy or scan it and send it by email to the next person. The process continued until all the signatures for approval and budget were met. This meant that a person traveling using a PDA, had to delay responding until there was an available printer, scanner, etc. It took very little effort to resolve this problem...and improve delivery time and customer satisfaction.

As technology has improved, so have our options. The way we have done things in the past was very effective...in the past.  Taking the time to rethink how we accomplish our work, how we express ourselves, the practices we follow, could actually help us realize some of those time savings that we have been longing for.

Each day, if you would pick one task, notice what you are doing and ask yourself if in the overall task you want to accomplish, if it has to be done this way or if there are other option. If you could add even 5 minutes of time a day by changing the way you do things, what would that be worth to you? If you can do the same for your team, what impact might that have?

Candice did just that... she began restructuring the way she did things. She started using voice recognition software, instead of having to type everything. She made large changes and small that included policies and procedures that eliminated hard copy signatures, the ability for employees to work at home more, etc.

Suddenly, she had more time on her hands. ...and she felt stressed. She had achieved her aim... efficiency and flow. The work atmosphere was more relaxed, her staff and customers were content. ...and she was frustrated.

For most of her career, she had listened to complaints, tried to solve them and work through collaborative solutions. Now, she received few phone calls and emails. What she did receive was mostly complimentary. There were very few fires to put out and all was working well.

So, what was she supposed to do with her time? How could she feel valued?

She felt that she had two choices: change jobs to one that needed her skills more or take the time to explore what she wanted in life... what she wanted to do next... what was interesting to her... how could she enjoy having quiet space?

Candice is still exploring this question. She is learning to take time to go to the gym and work out, meet with acquaintances (and grow friendships), talk with colleagues and customers about what is unfolding for them.  Her thinking is becoming more strategic at work. She is slowing down enough to make closer connections and friendships are emerging.  This is all new and often feels like wearing a new pair of leather shoes with sand in them. But, she is learning to soften the leather, remove the sand and enjoy the softness of the fit.

The Leadership Pipeline. How to Build the Leadership Powered Company, by Ram Charan, Stephen Drotter, and James Noel (2001)

The learning curve: Transitions and Dualities

Americans may be known for double entry accounting, but where is the phrase that describes the dual accounting systems, tools, processes, procedures, roles, etc. that take place in a merger?

Whether a marriage or a corporate merger, we can assume that before coming together all parties involved were busy, pretty efficient, comfortable with their styles and ways and were not planning on changing much.   OK, maybe some more advanced souls were continuing to evolve and change all the time... But, how many of us, are ready for the impact of this change?

From a personal perspective, I am learning. If you looked at my calendar on most weeks, it is usually quite full. I have created a rhythm of getting work done that has worked for me in the past, but no longer supports how much we have grown as a company.

My new administrative assistant started two weeks ago. My business partner, Roberta Hill and I are integrating our assessment tools, M & A readiness training and other consultants' tools into our approach.  Baseball season has also started (the time of year that I want to be present for my son's games when possible and support the baseball league).

As my new admin assistant started, it was clear that nothing would be quite the same. She approaches getting work done in a way that is new to me. I had restrain my desire to tell that  how I do things is THE way to go and sit back and wait and see how her methods and procedures work. It is uncomfortable for me and honestly, not easy to let go in what turns out to be very sensitive areas in my life. I am sure it is not easy for her either to learn what I need and the reasons behind it either. When I find myself explaining the reasons, I sometimes find a tension in my belly, as I question whether what I have taken for granted is THE way to go.

At first things took so much longer ...and in the end not only did I need to find time to explain things, check things over and re-explain some things, but I still had to do most of the work myself in order to meet my deadlines. Getting through this period was not easy.   As I said, I didn't have much free time to begin with. I had to re-evaluate what was most important and what could wait... and be appreciative for the learning that was taking place and the strong, long term foundation that was forming.

Oddly and thankfully, what I am noticing in this transition is that my stress level has gone down tremendously and that I feel a deep, inner calm. I began sensing that all would work out. I was gaining trust in the new processes and procedures that were forming... Most importantly, I trusted my admin assistant, valued her competencies and let go of more and more control, placing it into her hands.

It is this trust in another and valuing of another's competencies and ways (though different than mine) that drives my partnership, too... and with the trust, I notice what we are attracting to us; the work, experiences, colleagues and the sense that my world is well, continues to grow with a deep feeling of contentment.

"One does not discover new lands with consenting to lose site of the shore for a very long time." Staya Erusa