Tag Archives: Debate

Leading Change – People Matter

Leading Change – People Matter

This is not a new post but I thought it was worth re-posting because the message holds good for all time 

I’ve just seen an advert for a “change management lead” for a multi-national facilities management company – they provide everything from reception services to construction.  It asks for Prince2 (project management skills) and Six Sigma (improving the quality of process outputs) certification.  It mentions the enterprise management system used by the organisation and says the post-holder would be required to set up and document SLAs and define KPIs.  Sadly, beyond asking for the candidate to have strong interpersonal skills, the one thing it doesn’t mention is PEOPLE and leading people – this from a company in the heart of the services sector!

Makes you wonder doesn’t it?  If a services organisation doesn’t know enough about change to know that people, and the leadership of people, are at the heart of any change then we really do have a long way to go to spread the message! But something else strikes me as well!  If the applicant is required to lead change then this company doesn’t really know much about leadership either and that has much wider implications!

Wendy Mason is a career coach.  She helps people reach their goals and aspirations, without sacrificing their home and personal life.  Before working as a coach, Wendy had a long career in both the public and private sectors in general management and consultancy as well as spells in HR.  She now divides her time between coaching and writing. You can contact Wendy at wendymason@wisewolfcoaching.com and find out more at http://wisewolfcoaching.com

Enhanced by Zemanta
Share

Alice down the rabbit hole – or customer service and schizophrenia in the downturn!

I’m reading ‘Surviving Change – A Manager’s Guide’ from Harvard Business Press. It advises on managing in the downturn and opens with a discussion of different survival strategies – hard and soft!  In fact, most change is a mixture of the two and the strategy chosen usually reflects the underlying culture of the organisation!   How the mix works is critical because if it is not well managed it can become fraught with conflict and demoralising for people in the organisation; it can lead to a schizophrenic approach to customers.

The ‘hard’ approach to change is usually short-term and about economics  – cut costs and increase cash flow! If a unit, or an employee, cannot demonstrate how they add financial value, out they go with very little ceremony or concern for personal well-being. The change is usually hard driven from the top with little wider engagement.  Often consultants advise the magic inner circle and HR consultants deal with casualties that might cost the organisation.

Soft change focuses on developing the organisation to meet new conditions with high engagement across the piece from the leaders. Employees trust in the informal contract they have with the organisation and work towards its well being.

Sadly experience shows that neither soft or hard approaches work in isolation.  The hard approach works in the short term but with that alone you are usually left with a demoralised and disloyal workforce – your best employees probably left at a rate of knots when you started the change.  The soft approach can take years to embed and the market doesn’t stand still!

Most successful change is a combination of hard (rationalisation well managed) and soft (employee engagement and encouragement to learn new skills).  But if change is a reflection of underlying culture and that has conflicts within it, a change can put the whole organisation out of kilter.  What I’m thinking of here is an organisation that pays lip service to soft but is really hard.  I believe in the downturn this is likely to be an increasing problem, particularly in the service sector.

Clients of service companies, particularly in the UK public sector, like to hear how well the company manages its employees.  A tender panel may take great interest in training and development approaches but, of course, the final decision is usually made on the keenest price.  In the present climate the client is likely to continue to seek cost reductions, which mean lots of change to be managed.  This can lead a company into a kind of schizophrenia.  It flags up all the good things its HR team would like to do but finds itself increasingly having to make hard, and very short-term, decisions.  As a consequence, its own employees and its middle managers in particular, become confused and a little cynical!  In turn this impacts on the service delivered to the client – so the client pushes harder!

What is the answer.? Well maybe it starts with a little more honesty on both sides!   Perhaps clients should start being more realistic about how they expect their service companies to manage for the price they are prepared to pay.  Perhaps the companies should be a little more honest with clients, and  with themselves, about the real costs of delivering ‘cuts’  At the end of the day, a client gets what they pay for and it they want to see services well managed with employees committed to the services they deliver, they need to recognise there will always be a cost even in the downturn!

Share

CHOOSING LEADERS TO TRANSFORM THE UK PUBLIC SECTOR

To change an organisation most pundits are agreed you need a visible leader who has a consistent conviction that fundamental change will have a major impact on the organisation’s survival.  That person needs to believe not only that change is necessary but they need to have a vision for what the organisation will be after the change – theirs must be the dream.    But people will not buy into the dream if they cannot see that the pain and effort of the change will result in a future that is tangibly better for them than the alternative!

Successful change leaders can form a vision that is  both compelling and easily communicated.  And they communicate it with conviction!

Oh and by the way they will then need the ability to sponsor and see through the management of the change – they need the people skills and the organisational know-how to implement their vision!

So I am left wondering about change in the UK public sector and why it so often fails!  Don’t get me wrong there is much to admire in the UK Civil Service,  and I should know I was a Civil Servant for many years.  They are, for the most part, far more committed and hard working than most journalists would believe.  Most still do believe in public service and they really do care for the public they serve.  But on the whole (despite, or perhaps as demonstrated by, the ruthless, smoothness of the prime ministerial change), theirs is still a world where tradition holds sway!

But if you think about where the vision for change in our institutions comes from it is not from Civil Servants but from Ministers.  Ministers have the vision of the change, they wish to bring about which Civil Servants – faithful to the last  – then go on to implement.  But in leading their departments senior Civil Servants may well be leading a change for which they have little, or no, real sympathy.  Beyond Ministerial whim, they may very likely not believe that personal or organisational survival depends upon the change they are required to make.

In these circumstances where does the fire in the belly, that is required to lead large scale and fundamental change, come from.  Ministers have the fire but they are not responsible for leading the Civil Servants! These days Ministers are unlikely to have the people and the organisational know-how to implement their vision – many have been professional politicians for most of their working life!.

The issues are  challenging given a world in which on-going large scale organisational change is likely to be a way of life.  Am I arguing for  political leadership at the top of the Civil Service,  as in the US?  I don’t think so – we would lose a lot in the process – not least we would have to cope with the huge scale and expensive disruption that changes of government would require.

But I do think the challenges need to recognised and we need to discuss the consequences  and risks!  It is not enough to be able to write policy papers arguing how your Minister could go about implementing their manifesto pledges  – you need a slick ability to move your organisation towards the Minister’s vision and changing vision.  It always was a challenge but it just got, and will continue to get, bigger!

I would very much welcome your views. You can contact me using the form below.

Share

GOING THROUGH MAJOR CHANGE – IS YOUR SUPPLY CHAIN RESILIENT?

If you are going through major change the last thing you need is a key supplier to fail! Follow this link to a useful post on the G&W Consulting Blog  “Making Performance Meaningful” http://tinyurl.com/MPMReviews2 .  It will help you work out  whether your suppliers are at risk of failure.  Wisewolf and G&W have depth of experience in managing change and managing complex supply chains.  Geoff  Edmundson ( the G in G&W) has managed change and challenging supply chains in both the public and private sectors!  So have I!  We will be very happy to help with a risk and resilience review!  Follow this link to contact us for further advice

Share

WHY YOU NEED A SOCIAL MEDIA STRATEGY!

If you had any doubts about the value and potential of  using social media, check out 30 Interesting, Useless and Pointless Facts on Jeff Bulla’s blog at the following link!  Don’t be put off by the title!

You begin to understand why you can’t afford not to know to about Social Media whether you are in the public, private or community sectors!

Here is just one example and three facts!

Generation Y awareness of the Ford Fiesta before Ford started their social media program was 0%. It was 37% as of a month ago and stands at 58% at 3 December 2009.

25% of Ford’s marketing spend is on digital/social media!

Ford is the only US Auto company not to take a government grand!

Now you begin to see the possibilities now that using LinkedIn, Twitter and Facebook may bring?  We have some tips for developing a Social Media Strategy at this link

Share

BEING FAIR

There is a website called goodcharacter.com that provides educational resources for children.  It works on the principles that

  • Your character is defined by what you do, not what you say or believe.
  • Every choice you make helps define the kind of person you are choosing to be.
  • Good character requires doing the right thing, even when it is costly or risky.
  • You don’t have to take the worst behavior of others as a standard for yourself. You can choose to be better than that.
  • What you do matters, and one person can make a big difference.
  • The payoff for having good character is that it makes you a better person and it makes the world a better place.

This is what it says about HOW TO BE A FAIR PERSON

Treat people the way you want to be treated.

Take Turns.

Tell the truth.

Play by the rules.

Think about how your actions will affect others.

Listen to people with an open mind.

Don’t blame others for your mistakes.

Don’t take advantage of other people.

Don’t play favorites.

As managers we talk a lot about being “fair”!  Indeed there is significant amount of legislation aimed at trying to make sure we behave in a way that is fair.  But I wonder what we are really thinking when we use the word?  Would everything you have done over the last week or even over the last day at work and at home, really stand the test set out above.  Isn’t it clear that our customers, as well as our friends and family, might think better of us and return more often, if we acted in accordance with these simple rules for children!  If you do happen to be someone who doesn’t think  this approach actually works, then all I’m asking is that you try it for a while, just try it!  You may be surprised!

Share

WHY CHANGE HURTS!

“Change hurts. It makes people insecure, confused, and angry. People want things to be the same as they’ve always been, because that makes life easier. But, if you’re a leader, you can’t let your people hang on to the past.”  Richard Marcinko

“Those who cannot change their minds cannot change anything.” George Bernard Shaw quotes

An article in Strategy + Business from Booz Allen & Hamilton, The Neuroscience of Leadership, way back in 2006 , described how change hurts and how people respond to that hurt. Generally people respond to change with resistance even when it is a matter of personal survival,  This is because the brain works by relegating routine tasks to a part of the brain that requires little energy – freeing up the more energy-intensive part to process new things.   Dealing with new things can be a  very intensive and tiring experience. The same is true with organizational change. People become used to a routine at work and fall into using the equivalent of auto-pilot.  When you introduce change you engage the more intense part of the brain

But that is not all – there is another force at work in the brain that resists change. The brain is very much wired to detect “errors” in its environment – perceived differences between expectations and what it is actually finding. When it thinks an error has detected, it triggers the fright and flight mechanism.  This is one of the most primitive parts of the brain and was used to protect us in earlier stages in our development..  This fires up our reactions – the heart begins to pump blood ready for us to run away!   It hijacks our thinking.  We can become emotional and start acting impulsively – our protective animal instinct takes over.

So when you ask people to engage in change – their brain will start sending powerful warning signals  that something is going wrong.  They may well become uncomfortable and feel stress.  But if you can get them to focus on something – a particular problem or process – they will be distracted and start to develop new neural connections.  If these are reinforced enough they will become part of their subconscious.  If you can get them engaged in actively imagining the change – the fright effect will soften as the other parts of the brain take over.   But  If you start forcing actions on them without engagement you will increase the negative reaction.

So what is the best way to approach change.  Well the same study found that if the brain has a “moment of insight” coming from within (coming to a solution/conclusion by itself),  there may be sudden adrenaline-like burst of high energy. This is conducive to creating new links in the brain. So if you focus people on solutions instead of problems, they will have their own in-sights, come to their own conclusions and forge their own new links.

All this is useful but at the  end of the day, as a change manager, the choice is yours!   Do you want to engage with fright, flight, resistance and negativity?   Wouldn’t you rather share the task, go for active engagement and make the change a more positive experience for all!

Share

10 WAYS TO BE A GREAT BOSS IN A RECESSION

Being a good boss is always the way to get the best out of your team.  This becomes more, not less, important during a recession when every resource available to you counts.  Even if you have to let people go, there is a right and wrong way to do it.  Here are 10 ways in which you can be a great boss

Priorities

Do align your priorities with the needs of the business, but then, if you can, find a way to reconcile them with the needs of your staff.  Explain your priorities clearly to your team – make sure they understand.  If things have changed make sure they understand why! More at link

Idealism

Have ideals but stop being idealistic – do not be a perfectionist but do expect good quality – there is a difference.  Recognize that your staff are human and human being do make mistakes.  When it happens find out why and try to make sure conditions or systems change so that it does not happen again – it’s not your place to punish.  If there is a disciplinary issue then deal with it quickly, fairly, and by the rules – see Integrity below! More at link

Praise and Recognition

Don’t look for excuses to be disappointed – start looking for excuses to say well done!  Say thank you to your staff!  Even when you can’t give bonuses, personal recognition goes a long way in making people feel valued and motivated. More at link

Staying Calm

Try being more relaxed and appearing more positive even in these challenging times.  If necessary use a relaxation technique to help you control your own anxiety – don’t spook your staff!   Be realistic but don’t panic – it just frightens people!  Remember Type B personalities succeed just as often as Type A in this day and age and they live longer to enjoy it! More at link

Listening

Listen to what your people have to say even when you don’t actually want to – make the time. Don’t but in with the “buts” – hear them out.  Listening is part of recognizing them and their contribution.  Surprise! surprise!, they may just come up with the idea that saves the business.  More at link

Team Work

Learn to be part of the team – join in the jokes (so long as no one else is excluded) – they will still respect you.  If they really feel part of the crew they are more likely to stick with the boat even when it is leaking a bit.  Be part of the conversation – It will help you understand what they are thinking. Useful resources on team work at this link

Delegation

Check your delegation.  Are you still delegating all that you can?  In times of pressure don’t lose confidence in the team and start pulling things back .  It’s de-motivating for them and they might just feel like leaving you to it.  Show you have confidence in their ability to help pull the organization through! More at link

Patience

Don’t rush into panic decision making because you feel anxious.  Its a natural reaction but it really will not help – a panic reaction is not likely to be the best one.    Take time to make decisions properly.  Gather the facts, seek the views of your staff.  The when you have made the decision take time to explain it to them ,if you can. More at the link

Integrity

Be as honest as you can and above all be fair.  Tell them the real position if you can, but also tell them what you are doing about it.  If they have a role explain that to them.  Be as hones as you can about the risks but don’t threaten the business with your honesty – its a fine judgment call.  When you can, help your staff prepare for bad news.  But combine all of this with being scrupulously fair.  They will know if you play the favorites game or take the opportunity to pay off old scores when you are laying people off or reducing hours.  You will lose good will and that extra contribution you need from those who stay.

Training

If you can keep on training your staff.  Encourage them to train themselves.  If there are training opportunities locally encourage them to take them.  Learning new skills could be good for your business and it will help them cope if you have to lose them.  That will help the people who stay to keep their morale up and so your productivity.  Don’t stop thinking about your own professional development needs – you too need to prepared for an uncertain future!

There are 10 ideas here but there must be lots more out there.  If you have views on the ideas above and more ideas to contribute then please make a comment.  This is an important time and organizations need to make the best use of all their resources.  People are the most important resource of all.  There will be more resources here to help you cope with the times a head – so do come back!

Here is a link to what someone else thinks makes a good boss in hard times


http://www.usnews.com/blogs/outside-voices-careers/2009/3/25/how-to-be-a-good-boss-in-bad-times.html?msg=1

Share

LESSONS IN PERSONAL BRANDING

Increasingly you are judged on your contributions to the web – Facebook, Twitter, LinkedIn, Blogs etc.  You will gain an online persona – your personal brand – whether you want to or not.  This can affect large parts of your life and certainly gaining business and work opportunities.  Your personal brand really does matter and you can develop it as you wish!  If you make a positive effort it can make a major contribution to your success.

Benjamin Yoskovitz. is the CEO & co-Founder of Standout Jobs, a venture-backed startup founded in 2007. He is also a blog and social media consultant.  He has been an entrepreneur for 10+ years in the Web space, working extensively in web & software development. He is obsessed with creating things  and with customer service. The piece below is from his blog to which there is a link at the bottom. These are his thoughts, not mine, but I would love to hear what you think!

“ Personal Branding Lessons

Looking back, here are some thoughts from my own experiences building my personal brand:

  1. It’s never too late to start. In some respects I think it’s easier to start making a concerted effort to build and cultivate your personal brand once you’re older and you have a few years working experience. You know more, you’re more comfortable in your shoes, and you have some experience to rely on. There are still too many examples of young people screwing up in public (on Facebook or Twitter) and getting in trouble for it (although there aren’t that many examples, they’re just blown out of proportion.
  2. You know more than you realize. A lot of people seem afraid to speak up publicly and promote themselves because they don’t feel like they have anything to say. You’d be surprised what you know.
  3. What you know is valuable. And what you know is likely valuable to a bunch of people, even if you don’t realize it. As they say, Common sense isn’t all that common. Just think of the college graduate coming up after you into your field of expertise, and the difference between where that person is at and where you’re at…
  4. Connecting online is easier than you think. I was amazed at how easily I could connect online with people. I still remember some of those early connections – Liz Strauss, Becky McCray, Chris Cree, Mike Sansone, Terry Starbucker and so many more. It was easy to find people online (who shared my interests), get myself involved, and build out a valuable network.
  5. It takes time and commitment. Building your personal brand isn’t something you do once in awhile when you’re bored. It takes time and commitment, and it never stops. And doing it half-ass won’t get you anywhere.
  6. It’s fun. I’ve always enjoyed building my personal brand, and the activities that are involved with that online – blogging, connecting, helping others, asking for help. It’s a process you have to enjoy otherwise you won’t do it properly and invest the right time. Plus, there is a feedback loop – as you gain valuable connections, leads (for jobs or business), comments on your blog, etc. you’ll realize that all of that is worthwhile feedback on your efforts. And that’s motivating.
  7. Watch. Learn. Emulate. Do your own thing. Starting the process of building your personal brand doesn’t involve years of research or anything that hasn’t been done before. As Dan’s book proves – there are models for making this stuff work. I remember spending a good amount of time watching and learning, and then emulating what others were doing. It was natural to copy what seemed to be working. But over time you branch out, do your own thing, experiment and your own personality, brand, value emerges.
  8. Your personal brand will (and should) evolve. Don’t think of your personal brand as a static item. It’s not a resume that you submit once and forget about; it’s a living, breathing thing. It changes and evolves, just as you do. That’s OK and expected.

Personal branding works. I’m a perfect use case for it. And certainly not the only one! But ultimately, I’m convinced that building a strong personal brand can absolutely help in career success (be it finding a new job, moving up within your organization, changing careers, etc.) and in many cases is a necessity.”

Read more: “The Importance of Personal Branding” – http://www.instigatorblog.com/personal-branding-important/2009/04/15/#ixzz0DxJbbzQW&A

Share

THREE WELL ESTABLISHED WAYS TO MANAGE CHANGE

There are a number of recognized approaches to structuring a change management programme.  Here are three!  Choose the one that fits best with your style and your organization!

The Kotter model

The model is based on research which showed that there are eight critical steps an organization or service needs to go through to ensure that change happens and sticks.

These steps are:

  1. Establish a sense of urgency
    – examine market and competitive realities
    – identify and discuss crises, potential crises or major opportunities.
  2. Form a powerful, guiding coalition
    – assemble a group with enough power to lead the change effort
    – encourage the group to work together as a team.
  3. Create a vision
    – create a vision to help direct the change effort
    – develop strategies for achieving that vision.
  4. Communicate the vision
    - use every vehicle possible to communicate the new vision and strategies
    – teach new behaviours by the example of the guiding coalition.
  5. Empower others to act on the vision
    - get rid of obstacles to change
    – change systems or structures that seriously undermine the vision
    – encourage risk taking and non-traditional ideas, activities and actions.
  6. Plan and create short term wins
    – plan for visible performance improvements
    – create those improvements
    – recognise and reward employees involved in the improvements.
  7. Consolidate improvements and produce still more change
    - use increased credibility to change systems, structures and policies that don’t fit the vision
    – hire, promote and develop employees who can implement the vision
    – reinvigorate the process with new projects themes and change agents.
  8. Institutionalise new approaches
    – articulate the connections between the new behaviours and corporate success
    – develop the means to ensure leadership development and succession.

These steps are summarised in the diagram below:

Reading and resources

J Kotter. 1996. Leading Change. Boston: Harvard Business School Press.
J Kotter. 1995. ‘Leading change – why transformation efforts fail’ in Harvard Business Review.
J Kotter and D Cohen. 2002. The Heart of Change. Boston: Harvard Business School Press.

The model for improvement

The model builds on and brings together for practitioners, change management theory and practice, especially that published in 1992 by Langley, Nolan et al. It provides a framework for developing, testing and implementing changes to the way that things are done that will lead to improvement.

It is in two parts of equal importance.

  1. The ‘thinking part’, consists of three fundamental questions that are essential for guiding improvement work. The aim is to gather ideas and evidence to support the changes.
  2. The ‘doing part’, is made up of Plan, Do, Study, Act (PDSA) cycles that will help you make rapid change.

This is summarised in the diagram below:

It is recommended that you try change on a small scale to begin with and to rely on using many consecutive cycles to build up information about how effective your change is.

This makes it easier to get started, gives results rapidly and reduces the risk of something going wrong and having a major impact. When you have built up enough information to feel confident about your change, you can then implement it as part of your system.

Reading and resources
G Langley, K Nolan et al. 1996. The Improvement Guide: A Practical Approach to Enhancing Organisational Performance. San-Francisco: Jossey Bass.

A Practical Method that Builds on a Number of Other Change Theories

This model proposes that for a change to be successful there must be

  • A clear vision for the future
  • A coherent plan for getting there

It sets out a five stage remodelling process, shown in the diagram below:

Share