to work at the executive level a lot but
you also got your hands dirty doing
these go-sees with practitioners what
advice would you have for other
practitioners that are trying to get the
executives support and approval and
maybe if we look at it from a lens I
think you're a bit of a rare exception
with your accessibility and your
humility a lot of organizations I find
there's a bit of a fear or intimidation
around getting into the the C suite or
one level below that any guidance you
give to the practitioner community on
how to sort of make that connection yeah
I'm going to reiterate the courage one
try it you're going to love it it's it's
it's life-changing I would say get to
know your executive sponsor through them
but more importantly through others you
know understand where their personal
energy comes from I told the story I
used the name Jerry as one of the
executives but you know the the change
manager came back to me after and said
oh my god Bryan you wouldn't believe how
well he responded when I brought all
that energy upfront into it so really
knowing them and and saying can I be
straight with you you know if you don't
feel like you can just start being
straight with them can I be straight
with you because it's ultra ultra
important for the success of this
project I need you to understand certain
things and where you can be a tremendous
leader for us who the heck is gonna say
no to that you know so I have to say
that on top of really partnering with
your project manager especially if he in
your organization's the company didn't
take the approach we did which was to
certify those project managers to make
it easier for our change managers to
operate you really need to spend the
time with with the program managers
educating them on what you've learned
and where where you need to make the
most critical parts within the project apparent so I don't
answer the full question Scott  yeah
no I think you hit the nail on the head with it
I mean I love this sort of courage and
if you give it a try you'll be shocked
with how well it works I also think not
getting blown over with the very first
no you get if you have the courage to
ask a sponsor for some time to focus on
this and that one doesn't pan out have
the courage to have a second go at it
because by no means are you going to get
10 no's and I think often we have this
assumption that it's always going to be
worst-case scenario and it turns into a
bit of a self-fulfilling prophecy and so
I would just encourage people if the
first one doesn't pan out perfectly
don't let perfect get in the way of
progress get back up dust yourself off
and go for a second go at this and be
real cognitive of the language you use
the more we can adapt the language to
talk about you know mission critical
execution risk as opposed to stakeholder
management tools and communication plans
I think that also is a key piece of this
you know they say you know change
managers should also understand in any
any employee should understand that
executives actual number one job is to
make sure that there's the right we have
the right talent in the organization to
succeed into the future don't send an
email to the executive saying you'd like
to talk to them about the project bump
into them in the hallway asking if they
have time for a coffee or lunch you know
get in there get in their face to where
they witness what you bring to the table
and you'll be happy you did
