The value of sound advice about what to do during organization change in terms of executive support cannot be underestimated. An advice like that will save you precious time, energy, and of course, money. Yet, sometimes it is valuable to offer up advice about what not to do. Sometimes, advice that are given with the best intentions can result in not-so-pleasant outcomes. So here are a few things to dodge.

Avoid the temptation to merge meetings about running the business and organization change. You might be tempted to merge the two in order to conserve time. Most of the time, if not always, this is not what happens. Issues that arise from running the business require immediate attention ang they’re just too demanding.

For instance, you’re discussing about change projects. Then all of a sudden someone reports that a bunch of your products were shipped and they are a little more than fancy paperweights and you’ve got customer complaints. Immediate attention will be given to the problem at hand and everyone will forget that they were talking about organization change. While it may seem counterintuitive, organization change needs dedicated meeting time of its own.

Avoid spending so much time trying to dream up ways to get organization change issues onto the meeting agenda. It’s just going to cost you a lot of time and money.

The executive in charge of the meeting should be firm and not allow distractions of any kind to interfere if the topic of the meeting is about organization change. You might have to put your fist down and impose your authority to stick to the focal point of the meeting, but just remember that it’s for the greater good of the organization. It might not be an easy task, but it should be done.

If you can just avoid these roadblocks, executive support shouldn’t be too hard to maintain. And this would definitely lead to a successful organization change.

For more information, including tips, samples, and templates, please check out our website: Organization Change