Tennis legend Björn Borg famously conquered Wimbledon five consecutive times with a relentless focus on winning “one point at a time.” He understood that victory in a long match wasn’t about conserving energy for some distant final push; it was about consistent execution and winning the small battles, point after point. This same “sprint” mentality is often the key to success not just in sports, but in the fast-paced world of frontline work.
Employees dealing directly with customers, products, or services operate under constant pressure. They achieve success by consistently executing tasks and meeting short-term goals. Their work world is one of sprints, not marathons. But here’s what leaders often miss: Most traditional change management approaches ignore this fundamental reality.
The Problem: Marathon Change Initiatives Kill Motivation
Picture a customer service representative trying to learn a complex new system while calls pile up, or a warehouse worker pulled from their station for yet another lengthy project meeting as shipments fall behind. These “marathon” change initiatives, often lasting months or even years, create a fundamental mismatch with the daily rhythms and pressures of frontline work.
The result? Enthusiasm wanes, focus dissipates, and the initiative loses momentum. On the front lines “the motivation for change is highly perishable.” When employees don’t see tangible results quickly, or when change efforts disrupt their ability to do their core jobs effectively, their initial motivation evaporates, replaced by frustration and cynicism.
Prioritize Speed to Results: An Ideas to Action Foundational Belief
“Prioritizing Speed to Results” a commitment to designing change initiatives to align with the way frontline teams actually work and that keep motivation high by delivering tangible results quickly.
This isn’t about “shooting from the hip”, “fire, ready, aim” or more recently, the mantra “break it, then fix it”. It’s about structuring change in a way that builds momentum and demonstrates progress rapidly. Keys to success are:
- Focusing on Actionable Problems: Engaging employees on issues they can directly influence and where improvements can be made relatively quickly.
- Valuing Quick Wins: Recognizing that small, incremental improvements, implemented rapidly, build confidence and create energy for tackling larger challenges.
- Minimizing Disruption: Designing change processes that integrate seamlessly with daily work, rather than pulling employees away for extended periods.
The 60-Day Sprint Model
The core mechanism for achieving this speed within the Ideas-to-Action Process is the 60-day sprint. This structured, time-bound approach transforms how employee ideas become action:
- Focused Teams: Small, cross-functional teams are chartered to tackle specific problems or opportunities.
- Tight Timeframe: Teams have 60 days to move from idea generation to implemented solutions and measured results.
- Regular, Short Meetings: Weekly one-hour meetings keep the team focused and minimize disruption (the “1” in the “1-4-60 Rule”).
- Dedicated Action Time: Team members dedicate a small amount of time each week (up to 4 hours) to working on their specific actions.
- Visible Results: The 60-day cycle ensures that results are visible quickly, reinforcing motivation and demonstrating the value of the process.
This sprint-based model combats initiative fatigue, keeps energy levels high, and allows organizations to rapidly test and implement employee-powered solutions. It embraces the “one point at a time” mentality that drives success on the front lines.
Are you ready to stop running change marathons and start winning with high-energy sprints?
Learn more about the 60-day sprint model in my book, Ideas to Action, by preordering your copy now!
