April 10, 2011
Why take a decision when you can be held responsible for failure? Why stick your head above the parapet when you might get it shot off? Why lead when you might not be followed? When we are in a world where the spotlight is ever increasing, why would any person put themselves in the limelight?
Rossabeth Moss Kanter, the Harvard change guru, writes in the Harvard Business Review that any action, no matter how small, can contribute to the saving of a company while inaction leads – or contributes – to a slow death. “Companies heading downhill have passive cultures. Unmade decisions pile up. Opportunities are lost. No one wants to risk making a mistake.” Kanter, however, believes that there are 4 reasons why any action is better than none.
1. Small Wins Matter – because they lead the way to bigger wins
2. Accomplishments come in pieces – every step brings you closer to achieving your goals
3. Perfection is unattainable anyway – so just do it anyway. If you fail, you can try again.
4. Actions produce energy and momentum – action is motivating and encourages you to continue
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?
March 15, 2010
Melissa Raffoni has a post on the HBR website that all Leaders should read. President of Raffoni CEO Consulting, she works with CEOs of major organisations. In this short but important post, she outlines in clear terms what employees want from their Leadership. None of this should surprise any good Leader; what is surprising is how often we don’t put it into practice.
1. Tell me my role, tell me what to do, and give me the rules. Be clear, be direct and let me get on with my job.
2. Discipline my coworker who is out of line. Fairness and equity for everyone – for good and bad performance.
3. Get me excited. Give me a reason to get engaged in what I do. I don’t do boring!
4. Don’t forget to praise me. When I do something that deserves praise, not 12 months later at a review.
5. Don’t scare me. Tell me what I need to know but don’t dump all of your problems on me.
6. Impress me. Lead by example.
7. Give me some autonomy. Trust me – that’s why you hired me.
8. Set me up to win. Help me to win and you look good too.
All Leaders should print these out and ask themselves every day – am I following these rules? If not, why not?
February 28, 2010
Management by Walking About (MBWA) is a management practice first proposed by Peters and Waterman in their seminal book In Search of Excellence. As a technique, it aims to allow management to bypass the bureaucracy of the organisation and stay in contact with those that do the actual work. It is communication at its best.
The Harvard Business School Working Knowledge discusses some research that shows that management visibility on its own is no guarantee of success. Unless managers understand that MBWA is more than just walking about, they can cause more harm than good. The research looked at a number of hospitals that engaged with front line workers on process improvements. The result showed that improvements were achieved in most instances, leading to not just improvements in processes but in the overall organisation climate.
However, it is also possible to damage that climate. The researchers found that it is not just important to engage with front line staff. It is how you engage that will make the difference. It is too easy for MBWA to be viewed as an audit that is trying to find errors or an attempt to catch employees making mistakes. If this is the perception of MBWA, trust will be quickly eroded, increasing hostility and suspicion – the exact opposite of what MBWA is attempting to achieve.
Some simple steps that managers can follow to ensure that MBWA is effective include:
o Do it solo – senior managers should MBWA alone and not hunt in packs
o Ask questions
o If you give a commitment to act on something, follow up
o Don’t undermine your supervisors – this is not an opportunity to whinge
o Do it often – it is not a fad and repetition will make it seem the norm
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.
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.