The value of sound advice about what to do during organization change in terms of executive support cannot be underestimated. You can save a whole lot of resources if you have that kind of advice available to you. 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 it’s good if you know exactly what to avoid.

Avoid the temptation to merge meetings about running the business and organization change. Although addressing these two issues at the same time in one meeting may seem to save you time. This is rarely, if ever, the final result. Run the business matters are just too compelling because of their immediacy.

Let’s say for example, a meeting is being held to discuss change endeavors. And then someone pipes up and tells the room that there’s an emergency in the store, there was an error in production. Immediate attention will be given to the problem at hand and everyone will forget that they were talking about organization change. So it’s a good idea to hold a different meeting to tackle organization change alone.

Try to refrain from scheming about different ways of getting organization change included on the agenda. This will just result in misuse of time and a waste of valuable resources.

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. Although you may have to step on some toes to prevent the meeting from losing focus, it might be necessary for the betterment of the company. It might not be an easy task, but it should be done.

By avoiding some of these pitfalls, executive support shouldn’t be too hard to maintain. This will significantly help your change projects run smoothly and efficiently.

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