Proven Ways to Calibrate Organizational Cadence

 

 

 

 

 

 

Organizational cadence is one way to describe the speed and rhythm with which an organization operates, makes decisions, implements change, and gets things done. It is an underappreciated and discussed component of organizational culture. And for better or worse, every organization has a cadence or tempo.

Perhaps you want to pick up the pace for a season or project or slow down the general pace. As a leader, you need to be aware of the effects of a pace change, especially if burnout worries are growing. Here are four specific ways to begin calibrating your organizational cadence.

Set Clear Expectations
When looking at the work in general, or for a specific project, one of the best ways to make organizational cadence more intentional is to set clear expectations about timelines and accountabilities. When people see a timeline or a deadline, and understand the implication of not meeting it, they will adjust their internal pace. If you are trying to slow down the organizational cadence, encourage people not to rush. If you are accelerating a bit, make the expectations for quality and thoroughness as clear as the timelines.

Talk about the Change
If you want to change organizational cadence, you must talk about your desire to make the change. Again, if there are no discussions, cadence will remain at the current setting, regardless of what that is. When you have the tempo conversation, frame it around the why. For example, if you want to pick up the pace, talk about what is going on in your industry and the marketplace – and how a greater sense of urgency might matter. If you want to cool the pace a bit, perhaps after a major project, let people know you care about their personal needs, and while the work matters, their mental health does too.

Pace of Meetings and Check ins
If you need to turn up the organizational cadence, consider increasing the frequency of meetings for the team, and the one-on-ones for individuals. This increased frequency helps keep projects and progress top of mind, and helps you adjust too. Meeting more frequently can also keep everyone on pace and allow you to remove roadblocks as needed.

Rewards and Recognition
There is much truth in the one line that what gets rewarded gets done. Are you rewarding the tempo that you want? Do you reward and recognize a sense of urgency, or is more value placed on perfection? Have you thought about the connection between collaboration and tempo? More collaboration might, at times, slow things down. It is perfectly fine if that is what you value. But do the regards align with that? If recognition comes to those doing individual work, collaboration will be stifled.

Making a conscious change to organizational cadence starts by recognizing that cadence matters. Use changes in cadence to build productivity, create momentum and even to further build team camaraderie. I hope you now realize that cadence is an important consideration, and now you have some ideas for how to intentionally calibrate it when needed.

Check out a related post: What's Your Work Cadence?   (5 min)

To your greater success and fulfillment,

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

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