DCA Seeking To Sell To CMOs? Answer The Question, Why Should I care?
DCA Managing The C-suite Through Change
1. Managing The C-suite Through
Change
By Dean Crutchfield Associates
Dean Crutchfield Associates
2. What Else Can Be Done To
Manage People Through Change?
Dean Crutchfield Associates
3. Back To Basics
How do we get out of our own way and stay alive in the fast lane of
change while recognizing that brand building and marketing in the
age of “They” is not what it used to be.
Perhaps most importantly, these are stories of changing a corporate
culture to allow all of the change to happen. Customers and
employees have more information and more choice, therefore…
Dean
Crutchfield
Associates
4. Back To Basics
What strategies work when
ownership of your brand is in the
public domain?
How do you make people inside your
business and out bond with your
brand change?
How can you win or retain customers,
drive sales or build your brand
online?
What are the issues and alternatives
team members and executives need
to be enticed to consider in order to
grow the brand and their businesses
in the ‘new’ normal of orchestrated
media? How?
Dean
Crutchfield
Associates
5. Back To Basics
These require a narrative that
are made successful by
building stories round careful
planning, open source thinking,
nontraditional marketing and
getting breathlessly close to
your customer/team/executive.
In addition talking about their
successes and the risks along
with opportunities to pursue
the key ambition of their
assigned business as well as
for the (master) brand.
Dean
Crutchfield
Associates
7. Leadership: You’ve got to be in
the team to lead the team
Respect is earned: Do not underestimate
your influence in the organization.
Demand respect for your self for it’s not
about being liked, it’s about being respected,
trusted and then liked.
Don’t be left in the dark, request feedback,
direction and always more training. When
execs give you respect this filters down.
Provide a solution when posing a question:
never ask a question without providing a
solution making your self more valuable.
Work with the team/executives to prioritize
tasks - enlightens them to your workload.
Create a manual of good practice so if away
for any unexpected reason, anyone can pick
up the baton immediately.
8. Leadership: You’ve got to be in
the team to lead the team
Know your people: There are four
types:
‘Amiables’ are typically friendly, but
don’t like to be rushed and tend to
butt heads with ‘Drivers’ who
accelerate change and are quick
and feisty whereas ‘Analysts’ analyze
everything and want data and get
wound up by ‘Expressives’ who are
very upfront and excited about new
things, but often don’t back it up.
Dean
Crutchfield
Associates
9. Leadership: You’ve got to be in
the team to lead the team
New members to the team must
adapt quickly: Your role is to lead
and make change a success to
grow the business, not support
other people utilizing you/team as
an easy fix.
Encourage those asking to think
about it and find the answers
themselves with good direction.
Build their confidence so they can
determine their own solutions
“encourage me and I will always
remember you.”
Dean
Crutchfield
Associates
10. Leadership: You’ve first got to
be in the team to lead the
team
Multimedia expertise: Don’t be shy -
be the “one minute expert” on
Microsoft, social media and/or have
‘friends’ in IT (invite them to one of
your sessions) who give you priority.
Above all else, ask for training (and
for the team).
Supporting multiple executives and
departments requires shuttle
diplomacy. This can be extremely time
consuming and political.
Communicate clearly that you’re
working on “landing a large aircraft”
after you’ve responded with “That
depends….”
12. Schedule: key to the kingdom
Join all staff meetings for better comms.
Initiate integrating all EAs into team
meetings on a regular basis.
It’s incredibly helpful to attend staff
meetings for insight into team/executives’
work-flow, priorities and broader range of
knowledge of what’s really going on.
Walk with executives between buildings/
meetings, so you can ask questions and
tell them what they need to know.
Peer groups provide opportunities for
knowledge exchange: set up an
appropriate peer group every two weeks
to gather advice and share best practices
and discuss the current issues. If hard to
organize, set up conference calls. Invite
an executive to come and talk about new
initiatives the company is undergoing.
13. Schedule: key to the kingdom
Calendar management is King. This is the
most important thing a busy team/
executive needs personally: time
management, calendar management and
keeping that crisp during the duration of
the program running.
Working virtually: organize one hour
executive team calls on the last Monday of
each month that is on everyone's’
calendar – everyone knows what the
critical issues are a head of time.
Organize a CEO webcast quarterly and
involve all. That way, everybody knows
what’s going on and you’re in charge.
Schedule online “chatting” with your
executives if they’re flight is wireless.
Build 10% downtime in the teams
schedule. When in need call their cell –
it’s a number only a few have access.
14. Tell Me, Tell Me What You Told
Me, And Tell Me Again
Dean Crutchfield Associates
15. Email: the e stands for
‘eternal’ mail
Begin the practice of an “end-of-day”
email. Team gets their answers and
doesn’t get bogged down with
emails/calls from you during the day.
Train your team/executives, e.g., an
email that has “Etc.” in the subject
line is a priority.
Clear subject lines for emails, e.g.,
“Four Questions” so when mobile, the
exec knows exactly how many
questions you have and the number
of responses required.
Compile a ‘Top 5’ email ever day to
your team/executives. They could
even be personal, e.g., anniversaries,
– what’s important to them (not you).
17. Our Mission
Achieving growth
For ambitious leaders who are driven to grow fast
Creating new business
Orchestrating and activating accelerated outreach programs
Building efficiencies
Rapidly sourcing the best talent for the business
Improving margins
Rallying teams behind the brand and go-to-market strategy
Boosting win rates
Delivering your best case and winning face forward
Dean Crutchfield Associates
