C-Level Thinking

I was walking briskly, almost marching through the hallways, head down, shoulders squared, my mind a thousand miles away…projects, timeline, massive coordination of disparate workgroups each with their own agenda. Suddenly rounding a corner I almost ran smack into a Senior Leader whom I admire a great deal. I staggered backwards, blushing as I realized what I had done.

He looked startled; barely hanging on to the bag containing his laptop. Who wouldn’t look startled when they almost got knocked on their butt by a coworker? He quickly gathered his composure, paused, smiled broadly and said a sentence that I don’t think I’ll ever forget. “Behold Tony Loyd, the agent of change!”

Here’s the funny thing. That exchange happened almost five years ago, and I remember it as if it just happened. Why is it that, with all of the full days I’ve had since then, all of the exchanges I’ve had with people, all of the places I’ve traveled and the experiences I’ve had, I remember this moment among all the other moments of my life?

Well, one quote that is oft attributed to Samuel Clemens (a.k.a. Mark Twain) is “I could live a month off a good compliment.” Since I can’t find an authoritative source for that quote, it might not have really been Mark Twain who said it, but it feels true nonetheless.

Last fall I went to a conference where the conference leader kept dropping the phrase “C-Level Executive” into the conversation. At first I didn’t know what it meant. Now it seems like everyone I talk to is salting their conversation with that phrase. In case you’re like me and you don’t really know what a C-level executive is, it’s someone with a “C” in their title like CEO, CFO, CIO or CLO. Get it? C-level; makes sense, doesn’t it?

This brings me back to the compliment I mentioned earlier. He used another C-word, “Agent of Change,” or as I like to say “Change Leader.” To me, being associated with positive change is the highest form of compliment. Honestly, I’d rather be known as a Change Leader than to hold any of the aforementioned C-Level executive titles.

And here’s another important c-word, “consensus.” Change leaders realize the value of building consensus. Nothing great ever happens without people’s consent. Obedience is not enough. There is such a thing as “brainless obedience” and “malicious compliance.” That’s not what changes the world. If you want to change the world, you’ve got to learn how to build consensus.

By watching smart change agents, I think I’ve boiled the art of consensus building to seven steps. Maybe I’ve missed something and if I have, feel free to add a comment to the blog.

Just like anything you read in any business publication, this is not a magic formula, but maybe you can think of it as a way to check-in to see how you’re doing when you’re trying to build consensus. In keeping with our theme, I’ve started each of the seven steps with a “C.” Here they are:

1. Create a clear and compelling case for change


2. Commit yourself and your leadership team to sustaining the change. Convince everyone that this is more than “flavor of the month”


3. Clearly communicate the benefit for all


4. Construct a concrete implementation plan


5. Chart new competencies needed to sustain the change


6. Craft job aids, and other performance support tools


7. Consequences, consequences, consequences – Create positive, immediate and certain consequences to reinforce the new behaviors

In the next few blogs, we’ll drill down into each of these seven steps for building consensus. I hope you’ll join me in the conversation. Feel free to post comments so we can make this conversation a two-way street. After all, knowing that you’re actually reading this and you want to participate, well, that’s the biggest compliment of all.