March 30, 2011
Time. There is never enough of it to get to the bottom of our To Do Lists. No matter how many items that we take off the list, the more we seem to add. Peter Bregman writes about how to better manage those inevitable lists. Bregman talks about turning intention into an action what he calls “the power of when and where”.
By deciding the where and when we will do an item, we significantly increase the likelihood of accomplishing it. “The reason we’re always left with unfinished items on our to-do lists is because those lists are the wrong tool to drive our accomplishments. A list is useful as a collection tool”.
However, a calendar is the ideal tool as it already is the place where we decide where and when. Bregman believes that as it already guides our accomplishments. And given that we have limited time each day, this will force us to prioritise. If you haven’t scheduled something, you can begin to question why you have it on your To List to begin with.
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.
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