APRIL 2016 NEWSLETTER
Larger organisations are looking for more tailored and integrated ways of driving action. When trying to marshal large scale diverse and remote work forces the one size fits all doesn’t work. Localized, targeted and aligned programmes have a far higher chance of success.
Sometimes organisations rely on shuffling the pack to solve the organisational ills, this form of illness shows itself in dysfunctional behaviours, over competition, in fighting and empire building, which results in a lack of trust and a huge waste of resources.
Looking for a magic bullet has long since been a recipe for failure, so what is driving the lack of progress within organisations?
The same old gets the same old
Being covert instead of explicit
Following a process blindly without full examination of the risks; being a robot not a human. Allowing senior people to work by cliques and head / horns approaches; everyone must be like my own image, speak the same jargon and not be a threat to me in any way.
Organisations need to regenerate a sense of belonging and re-establish trust and integrity levels. Having open and clear conversations has an enormous pay off. Collaborative and collective forms of leadership are the key a common message in a common way with personalized emphasis
To use a football metaphor, when the team doesn’t perform there’s always another manager with a great reputation ready to step in and save the day. The boss stays for a shorter time, the MD is on the line, too, and their time may be short. Some organisations are becoming skeletal in nature; too thin to survive. Therefore, there is no room to anticipate or deal with any fluctuation of the plan.
Risks and experimentation are at a minimum. Innovation is marginalized and the same old gets the same old. Change is not getting any slower and shortages exist at all key levels, so perhaps getting the best from people is not such a costly idea and practice after all. The world is small and big at the same time; speed and flexibility are the key.
So how can these patterns be avoided? Clarity and trust are the keys; clarity about what the organisation is about and trust of the people to be involved, engaged and a part of the organisation.
Resilience is the key. Keep learning, take care of yourself, both physically and mentally. Look for the good in what’s happening and have realistic expectations. Enjoy the now.
Many of these approaches sound simple to do, but often the complexity and pressure of organisational life means that we are distracted and unable to focus because of fears, real or imagined, and in this position of weakness people are expected to give of their best? Really?
Be self reliant, self motivated and self developmental, because in some strange way this is what the organisation wants from you, and it’s what you want for yourself.
Learning is the key. Keep being open to new and different things; give the brain something to work with.
The more we express our concerns and see the reality of them, and the more we develop our dreams, the more they turn into reality.
Time is finite, most other things can be adjusted.
Let me know what other problems are holding your organisation back from within.
Five Top Tips
1. Encourage your staff to voice their opinions and thoughts.
2. Reward creativity, even if at first it seems like a mad idea.
3. When reaching consensus give time to overcome obstacles or you will only come back to them later.
4. Recognize that learning takes place every day and encourage everyone to share what they have learned this week or month.
5. Start with trusting yourself and finish with trusting the team and the organisation.