April 20, 2012
As an HR and Management Consultant, I continuously work with businesses, large and small, who are adapting and changing in order to survive. Change is not easy – as organisations and their people will tell you. With thought and planning, however, it can be managed to the overall benefit of both.
Using the SCOPE model of Change, HR Dynamics and our sister consultancy, Organisation Dynamics have worked with businesses to bring about effective and lasting change.
Strategy – Do you have a clear Vision and Strategy for your Organisation?
Culture – Have you taken the impact of your Organisation’s Culture on your change into account?
Organisation – Have you assessed your Organisation’s capability for change?
Performance – Have you aligned your People’s Performance to the new Strategy?
Engagement – Are your people engaged with and bought into your new Vision and Strategy?
I will expand on each of these in forthcoming posts.
July 27, 2010
The Towers Watson 2010 Global Workforce Survey provides some interesting insights that should be taken into account by all Leaders when planning for the future of their organisations. Based on 20,00 workers in 22 countries, some of the key points in the survey include:
- Employees see security as a fast disappearing part of the employment relationship although 76% want a secure position above all else
- Only 38% of employees think that their leaders have a sincere interest in their well-being while less than half think that their leaders inspire and engage them
- Almost 40% of employees are either disenchanted or fully disengaged
- 42% of staff think they have to go elsewhere to advance
As many organisations are finding out, it is one thing to keep employees when they have no other options but, when the upturn does come around – and for some companies, it already has – these employees will start to question how they have been treated during the downturn. The best of these employees will have the earliest options to move to what they consider to be a better job.
Now is the time for Leaders to begin reengaging with employees through, for example, challenging work design, growth opportunities and, putting in place recognition programmes.
April 25, 2010
Recent research from marketing company Maritz Research paints a poor picture of employee’s attitudes towards their work, organisation and Leaders. Some of the key findings include:
i. Only eleven percent of employees strongly agree that their managers show consistency between their words and actions,
ii. Worst still, only seven percent of employees strongly agree they trust senior leaders to look out for their best interest,
iii. Surprisingly, the same percentage (seven) strongly agree they trust their co-workers to do so,
iv. Twenty percent of those surveyed disagree that their company’s leader is completely honest and ethical,
v. Finally, one-quarter of respondents disagree that they trust management to make the right decisions in times of uncertainty.
While the results are based on a poll of American workplaces, these findings should resonate in every organisation. In times of significant change and uncertainty, it is not surprising that trust is low. The question that is applicable for most Leaders is what to do with these results? I have blogged previously about Leadership in a time of crisis based on a McKinsey survey. The top two organisational qualities needed during a crisis were Leadership and Direction. Too often, organisations spend their time, effort and resources looking externally in a crisis forgetting the importance of spending the same time effort and resources internally engaging with the workforce.
The survey results are the outcome of the failure to look internally. What are you going to do ensure that these are not replicated in your organisation?
April 16, 2010
I was recently approached by a manager for help with an employee who ‘refused’ to change. A twenty year veteran with the organisation, the employee had ‘seen off’ several managers. A high performer when it was the way she wanted to work, the employee had successfully avoided all attempts to introduce new methods of working. Managers, after a few forlorn attempts to introduce new ideas, gave up and she was left to her own devices.
Who is at fault for this failure to change – the employee or the organisation? In conversation with the manager, it became clear that previous manager’s had abdicated responsibility for the employee taking the line of least resistance. While the employee does bear some responsibility for the pattern of behaviour, her resistant patterns have been rewarded by her various managers. This way of working is what she knows best – ‘I like doing my job my way’. Any new manager will be a brief nuisance and will soon see the light!
What is the answer? As I have blogged previously, behaviour change requires consequences. The current consequence for the employee of their refusal to change is to be allowed to continue as per usual. For the manager to bring about change, there must be consequences – and these must outweigh the desire to continue the behaviour. The most immediate consequence should be that the manager makes it clear that they will not be going away.
February 12, 2010
Brett Simmons hosts a guest blog by Jim Taggart on how Leaders can earn respect in the workplace. Jim has been a student of Leadership for over 15 years and writes a blog at Changing Winds.
Some of the steps that Leaders can take to gain respect include:
1. It’s okay to change your mind. A failing of many Leaders is the fear that changing their mind will make them look weak. As Jim points out, what is important is explaining the reason for the change.
2. Communicate clearly and regularly. While this sounds obvious, in practice it is the lack of regular communication that can isolate a Leader from the rest of the organisation.
3. Give regular feedback on performance. Honest feedback when staff are doing well – and not so well – is a key step in gaining respect.
4. Share the Leadership. Delegate and empower – but only when your team are ready. As Jim says, park your ego.
5. Admit when you screw up. This is a powerful way to demonstrate Leadership – especially when it is done publicly.
Go to Brent’s blog for the full list.
February 1, 2010
I blogged recently about the need for managers to provide employees with a direct line of sight to the organisation’s goals. Without an understanding of what the organisation wants them to do and how this links to where the organisation is going, managers can hardly expect employees to be interested in changing.
The Chartered Institute of Personnel & Development (CIPD) recently released their Winter 2010 Employee Outlook survey. It provides interesting reading on how employees are coping given the current economic climate. In the section on Employee Attitudes to Management, 13 out of 14 items are rated lower than previous quarters. Just under half of employees (49%) feel fully/fairly well informed about what is happening in their organisation. That is, over half of the workforce surveyed do not have full line of sight to the organisation’s goals, strategy or change plan; without full information, these employees are less likely to be engaged in where the organisation wishes to go. This is backed up by a 28% decline in the belief that senior managers consult them about important issues.
What lessons can we learn from this? At the same time as a low level of information, there is a drop in the level of job satisfaction (down approximately 25% over the year). With 37% of employees stating that the would ideally like to change jobs within the next year, managers need to realise that – even in a recession – they can lose their best and brightest. The top performers will always get another job and are more likely to leave an organisation they do not trust than one that they do.
January 22, 2010
I was struck by a recent conversation with a client. She was reacting to an employee who, in her words, just did not get it. When I asked what the employee did not get, the conversation expanded into how, despite all that was going on in the economy, some staff were still reluctant to change. We talked about why such reluctance existed. The manager felt that some employees had their heads in the sand and needed a reality check.
I have a different take on the situation. On questioning the manager, it became clear that while the organisation was very direct on telling employees what needed to change, there was very little communication about why the change was necessary or even what difference it would make. If your employees cannot see a direct link between what the organisation wants them to do and how it will drive the organisation, managers can hardly expect them to be driven to change. Most employees will change; what they need is a valid reason. If organisations do not give their employee a clear line of sight between what is expected of them and what the organisation is doing, then while change may take place, it will be slower and less successful than it could have been.
December 22, 2009
Seth Godin is a prolific author and blogger. His works include Permission Marketing, Purple Cow (my favourite) and The Dip – all books worth reading on marketing, ideas and creating a buzz on what you do. Seth has an interesting and challenging post on ideas. Good ideas bring change and people fear this. Bad ideas bring risk – people fear this even more. But you cannot have good ideas without the risk of bad ideas. If you are willing to take the risk of failure, you will open yourself (or your business) up to the possibility of success.
December 18, 2009
The best graphical representation that I have come across for an organisation is that of an iceberg. Above the surface is the visible part of the organisation – including the strategy, the organisation chart and the processes and procedures. Below the water (the larger part of the organisation) lies the intangibles – the culture, the people, the relationships. These elements cannot be easily written down but they have the potential to destabilise the organisation.
Culture will eat strategy for breakfast; a famous statement with a high degree of truth. Organisations can develop the most sophisticated strategy but without an attempt to understand the implications of culture will invariably lead to the failure of that strategy. Culture is made up of the beliefs and values of the members of an organisation; it shapes the behaviours, norms and actions that govern what gets done and, more importantly, what does not get done. Leaders that fail to understand this – and fail to take it into account – are dooming their strategy from the start.
December 9, 2009
Interesting post from Change Guru Rosabeth Moss Kanter on her Harvard Business Blog on Tools for Defeating Denial. Whenever a change agent is involved in bringing about that change, confronting denial is essential. Some tools suggested in dealing with that denial.
- Unassailable facts. Change advocates must make sure the evidence they marshall is beyond reproach, which often means from multiple sources. Small flaws discredit the case for change.
- Counter-arguments. Supporters watch how leaders handle skeptics and critics. Each counter-attack must be answered. Change advocates must know the other side as well as their own.
- Big Picture. Significant change rests on beliefs, not just facts; the future is inherently uncertain, facts only a starting point. Change leaders must cultivate fired-up stakeholders by identifying long-term benefits valuable to many. Leaders must inspire belief that they stand with and for stakeholders’ values and goals.
- Pressure and repetition. When pressure for change is in deniers’ faces every day, they often succumb. Staying on message and communicating often can sometimes defeat denial.