Agents2Change - Smart Business Thinking

All Change is personal - so put the personality back into change management

Anyone in business or part of a large organisation will not have escaped the rise and rise  of change management programs, they are everywhere.  Executives fret over doing it ‘right’ and employees fret over having it ‘done’ to them.  But ask anyone to describe what it is and we often find that there is little consensus of opinion.

It was Heraclitus that said ‘Change is the only Constant’ as we see in the ever changing seasons in nature.  And yet it is the very act of change that seems to be so difficult for organisations, and the larger the organisation, the more difficult that change appears to be.  Yet the view of the ‘status quo’ is only an illusion that we cling to.  For the organisation that you step into today is not the same as the one that you worked at yesterday, even if on the surface everything appears as it was; indefinable changes in people, processes, customers or products have occurred in the intervening hours between one dawn and the next.

We do of course have to use the logical tools of change management (roadmaps, project plans, gap analysis etc.)  to make things happen when we want to effect a change in direction or performance, but only in as much as it is the navigation tools that help us along our journey.  The real change has to happen in the hearts and minds of the individual, there has to be an intention to change for it to be successful.

 

The important dialogue that needs to occur is around some fundamental questions such as:

• What is getting in the way of us making these changes? 
• What are we holding onto in terms of core beliefs, attitudes or ritualised behaviours that gets in the way of making these changes?
• Why do our people not feel empowered to make the required changes?

 

In organisations big and small it can often come down to issues such as:

 

1. A parent to child relationship between the employer and the employee –  a ‘we tell you do’ attitude that is pervasive though every level of management
2. Blame is the default reaction to problems – there is little or no tolerance to good old fashioned human error.  In fact it is preferred that mistakes are glossed over rather than unearthed and learnings taken from them.  It is more important in this type of culture for managers and leaders to ‘save face’ rather than hold open a discussion on potential shortcomings.
3. A belief that nothing can ever go wrong – this is particularly strong in growing organisations or those that have not yet plateaued.  A feeling of invincibility pervades the culture often resulting in early warning signs being filtered out until the issues start to seriously harm internal performance or customer loyalty.

But if we view change management as an organic process, we can see a more holistic and encompassing approach to managing change; one that is based on clear simple changes at the individual level of leaders, managers and operators.  By focusing on tangible steps, new patterns of working and allowing time for reflection and tolerance for mistakes, it is possible to create the momentum for change and give people the confidence to take the risks, make the decisions and try out new and unchartered paths.  This can be done by:

• stating the reasons for change, what the journey will look like and why the destination is better than the current position and sharing this honestly with all employees in simple and engaging terms,
• giving employees every opportunity to get involved and make things happen (and that also means not overcrowding the space with external experts – speaking as one) and taking some chances on the untested talent that comes forward,
• regularly informing employees of how progress is made, sharing the good, the bad and if necessary the ugly stories, so that they understand and can continue to feel engaged in the process.

What do you think?  Have you examples of change management from your organisations or projects that you would like to share here?

Agents2Change specialises in Change Management, Implementation and Performance Management.  For more information visit us at www.agents2change.com

A man convinced against his will is of the same opinion still - or the art of persuasion.

Benjamin Franklin offered this nuggest of advice on persuasion.  But can we really change someone else's mind?  

Before we even contemplate the question, we need to consider is it even valid in the first place?  

Just because someone holds a different opinion or set of beliefs to ourselves, does that really matter? Quite often we spend enormous amounts of time and energy trying to get people to come to our own way of thinking, just so we have the satisfaction of feeling right.

If after considering the question, we come to the view that, yes it does matter and we need to have a point of agreement, then we need to consider how to do this, without undermining the person concerned, or losing ourself in the activity of arguing a case.

Deepak Chopra in a recent article offers some wise advice that includes:

 

Let’s consider each of the five points a bit further.

1. Be sincere and truthful. Don't be manipulative.

You can't sell other people on something you don't actually believe in.The upshot is that you shouldn't try to be a master manipulator. It only works on weak-willed people, and in the end they are fickle allies. Rely on your listener's natural ability to detect sincerity.

 

2. Appeal to what someone else already believes. Don't impose your own belief system.

People identify with their beliefs. With that knowledge at hand, you can align yourself with their beliefs. Without that knowledge, you are throwing darts at a brick wall. If you try instead to impose your own beliefs, the other person will feel that you are making him wrong, and immediate shutdown follows.

 

3. Be aware of the other person's blind spots. Don't assume they are open-minded.

A blind spot is a fixed opinion that is so strong, the person shuts out any input to the contrary. It's the supreme example of rigid thinking. If you are self-aware, you know that you have your own blind spots - there are certain things you simply can't stand or that bring out your most stubborn reactions. Almost no one has an open mind, yes, even you; but it's a fact of practical psychology that must be considered. Your task is to avoid sensitive topics and to appeal to the part of your listener that wants to agree with you.

 

4. In general, persuade through reason, not emotion. Don't assume that emotions aren't in play, however.

One of the most confusing aspects of persuasion has to do with being reasonable. Everyone thinks they are, and decision-making is supposed to be rational. Yet psychological research has shown time and again that emotions cannot be separated from the choices we make. To be persuasive, you must argue rationally while always monitoring the emotional atmosphere. (It's worth noting too that competitive personalities regard a show of emotion as a sign of weakness - with them, you must muster all the rational reasons you can.) 

 

5. Make the other person feel right. Don't make them feel wrong.

We all feel wrong when we are judged against. We feel right when we are accepted, understood, appreciated, and approved of. If you make someone else feel accepted, you have established a genuine bond, at which point they will lower their defenses.

So if you have an important area that you need to get to a big 'yes' from a person with an opposing view, think about how you would use these skills to positions yourself better for the conversation.  Remember to put your own ego aside, become the passive listener and see how easy it can be to turn around the most staunch of opponents, always remembering to do it with a smile.

Please do share your experiences here.. or if you would like some further information on how we can support you in becoming more persuasive contact us on:  [email protected]

 

 

Getting to grips with prioritisation

Prioritisation is a great concept when you have the space and time to do it.  The trouble for busy managers and executives is that they often don’t.  They find that their already stretched capacity continues to be spread thinner and thinner, as the responsibilities and priorities increase.  It can become a vicious circle that is very difficult to break.

 

“Jack had a demanding role as head of operations for a global manufacturing group.  He had always been good a delegating and getting things done and had worked his way up from junior management to his current role and was good at thriving under pressure and delivering against all the odds.

Lately however the demands of his peers and his directors in this matrixed organisation were becoming overwhelming.  Everything was urgent; every was a 'Strategic' initiative with a Board member behind it; and saying no was just not an option.  As a result, he and his team felt like they were working their way into the ground.”

 

Jack’s situation is not unusual, and in modern matrixed organisations, competing priorities are often evident.  But prioritisation needs two key levers in order to be most effective.  

1. It needs to be clearly linked to the company strategy.  When new lines of business or new sectors are targeted, then efforts need to be justified in terms of how they support this strategy.
2. Efforts must show a relationship to the bottom line. Strategic initiatives are almost always linked to growth, but it's not unusual for senior managers to lose sight of this; and the relationship of their teams in delivering it.  At the end of the day, or your performance year;  you will be measured as much by business performance as you will on any other target that has been set.

 

Some tips to help you with prioritisations include: 

• Ensure that your annual performance targets are clear and comprehensive.  They become your employment contract for the year ahead, so a clear and well documented set of priorities will help you when the pressure starts to build.
• Where there are priority conflicts, such as competing department goals, escalate this through the hierarchy for resolution  (up to the board if necessary) rather than getting in the cross fire with peers or functional directors.
• Always keep the consequences of non-delivery clear in your mind.  Some targets will have minimal impact, whilst others may have a major impact further down the line. Consider the inter-connectivity of some priorities, which may not be your immediate concern, but will have a major impact for other areas of the business further down the line.  If it becomes a major resource drain on your area, ensure it gets included in your annual targets.

 

If you would like to hear more about how our coaching packages can help you to become better at prioritising, contact us at:  [email protected], for a free, no obligation chat.

 

We can also provide public speaking engagements on the subject of prioritisation.  Contact us at:  [email protected].

Virtual Teams Can Outperform Traditional Teams

We've featured the value of virtual teams in the past. Once seen as the poorer cousing to real teams, as technologies adapt, companies become more diverse and cultures merge, we see the real value that can be derived from virtual team. This article from HBR blog network, gives a great overview of how to do virtual teams well.

via blogs.hbr.org

The Five Personalities of Innovators: Which One Are You? - Forbes

We have just completed a two-parter on personality types  (Myers Briggs and the Four Temperaments, and as if to complement that, Forbes have just published this article on the five personalities of innovators.

The Forbes Insights study surveyed more than 1,200 executives in Europe across a range of topics and themes. Using a series of questions about their attitudes, beliefs, priorities and behaviors, coupled with a look at the external forces that can either foster – or desiccate – an innovative environment, a picture emerged of five key personality types the play a role in the innovation cycle.

Are you a:

Movers & Shakers;
Controllers;
Star Pupil;
Experimenter;
Or a
Hanger on?

 

 

 

Read More here:  via www.forbes.com

 

 

About us

Agents2change works with some of the world's largest companies on change and implementation issues. We regularly use personality frameworks for leadership, team and organisational development.  If you’d like to know more contact us at:  [email protected]

Examining Culture #6 - 'That's just the tip of the Iceberg!'

In this mini-series, we are looking at the challenges of managing across a diverse range of geographic and cultural boundaries.   We have already looked at the key writers on National Culture.  Today we turn to organisational culture theory. 

Probably one of the most extensive writers of recent years is Edgar Schein of Massachusetts Institute of Technology (MiT) who has over the years provided much insight into the complexities of understanding and managing cultures within organisations.  He introduced the concept of Culture as an iceberg, in that those things that are observable on the surface are but a small percentage of the issues that are occurring underneath the surface.  

Schein describes culture as multi-layered.  At the visible layer we see artifacts and symbols that represent culture, which in turn come from beliefs and attitudes.  These all stem from basic assumptions that are  deep-rooted and often held at the sub-conscious level.   We don’t often think about how culture is expressed in organisations, and yet its influence is everywhere.  From the organisational structures, to the brand identity to the communications and visual art observable within the office.  It all speaks to the values and underlying assumptions of what this culture represents.  Apple and Google are probably the best proponents of culture as a tangible asset to be encouraged and encompassed by all employees.  Other headquarters such as banking and insurance, exude power and status messages to maintain status quo.  One sector is about game-changing and the other is about the old order. Both are valid, just different.

Schein went on to describe Three Cultures that arise in distinct occupational communities.  The Executive culture is about hierarchy and control.  The Engineering culture is concerned with design and process.  The Operators culture is concerned with the hands-on day-job, whether that be manufacturing or service based.   

When we look at how global companies today are often a made up of many legacy companies that have come together through acquisitions, each with their own distinct history and culture, this therefore poses some challenges for the post-merger integration efforts. 

What we at Agents2Change have found useful is some a cultural mapping exercise to help explain the key differences that occur across organisations.  We will look at this in more detail in our next and final instalment in this Culture series.

What experiences have you had with cross cultural conflicts?  Does this model help explain the reasons for those conflicts?  Please share your thoughts or experiences on cross cultural management here, or email us if you would like to find out more about our work in this area at [email protected]

 

 

Multi-Cultural Management and Its Challenges – Introduction

In this mini-series, we will look at the challenges of managing across a diverse range of geographic and cultural boundaries.

We will revisit the writings of the key writers on Culture – Hofstede, Trompenaars and Hall and we will also look at some up to the minute examples of multi-cultural management challenges faced by some of the world’s biggest companies.

But first, let’s set the scene.  A Spanish technology group has recently acquired a British IT company operating in a similar area.  They both operate in the same market and offer similar technology, yet every attempt to merge, integrate or transform their processes to a common approach is failing.  It is not that they don’t see the benefits of the changes, or even of working together more closely; yet any percieved attempt by one side to impose a process on the other is contentious.  Sound familiar?  Well this type of situation occurs in over 80% of post-merger organisations.

Often what is interpreted as resistance to change is based in a mis-understanding of culture and cultural needs of the legacy teams and organisation.  Even in this example, if we look at some of the cultural markers defined by Hall's definiton of High and Low Context cultures, we find that Spain would fall more into high context cultures, meaning that more is interpreted from the wider reference points of non-verbal, historical and social expectations, creating a much smaller dependence on and trust in written communication.  Britain, by contrast, falls into the low context cultures, which means that explicit forms of communication are preferred and expected and less value is placed on non-verbal or subliminal messages.  Whereas one country would put much more store in face-to-face meetings to reach agreement, the other would not want to act without clear written agreements.

Over the next few weeks we will take you on a cultural journey, exploring what continues to be the issues faced by modern management in multi-national organisations and what we can learn from the extensive body of knowledge that is already out there to help us navigate this tricky landscape.

Do you have any experience of multi-cultural management you would like to share?  Or would you like to have a more detailed discussion on how we support multi-cultural management?  Please feel free to leave your comments here.  Or contact us at [email protected].

Corporate & Functions # 1 – Exploring the pro's & con's

They may be essential to large, often global organisations, but corporate functions tend to have a very mixed reputation in demonstrating how they add value.   In this mini-series we will explore the various aspects of Corporate Functions and the role they play in organisational performance.

Of course, life without them would be very difficult, as each performance or business unit would require its own suite of IT, Finance & HR skills, leading to expensive overlap in resources.  Yet few would argue that life with a suite of functions to support them is plain sailing.  So how can Functional teams regain their reputation as time savers and value adders to their organisation?

In this series we will explore the five key areas for achieving functional excellence:

• Quality of Leadership within & across Functions
• Role Clarity – Who should be doing what?
• Achieving Operational Excellence
• Harnessing Creativity in an increasingly regulated environment
• Demonstrating Functional Value-Add

Our first instalment later this week will focus on Leadership in Functions.  

If you have experiences you wish to share, please comment here or contact us at [email protected]

Facing the cuts & Surviving

One cannot get away from headline after headline of panic about the impending public sector cuts and how (if you believe the papers) the world as we know it is coming to an end. 

Optimism is probably the most important mental attitude to survive tough times; that, and a bit of foresight.  A beacon of hope, on how to survive the tough times comes from Sunderalnd City Council.  Recently profiled in People Magazine, it has an exemplary performance record and has the lowest council tax in its region.  

Some of the things that stand out as unusual and inspired choices include:

• Avoiding a redundancy program – “because they increase costs and deliver short term gains”.  This avoided a rush of volunteers to leave, some of whom would be critical roles and gave out clear messages of commitment to long term success.

• Making the most of Redeployment – as the council has a multitude of different roles and departments it provides a vibrant and diverse internal job market.  They also parted with traditional thinking that experience and knowledge were the key criteria, instead using profiling that matched aptitude and ability.

• Making the most of surplus talent – Many staff found themselves in transition during the changes and cost drive and rather than having them sitting on a bench waiting for something to happen, teams were developed that provided resources and support for other areas of the council including project teams to bring about efficiencies and improve processes.

• Providing Flexible Win-Win Opt-Out Options – reducing the payroll bill, especially in a unionized environment can be tough and often adversarial, but not if you work with your people on options.  Encouraging staff to buy more annual leave (up to 2 weeks) or go part time,  or helping staff to realise ambitions as entrepreneurs by providing support and income security of part-time work to get started. 

Conclusions

Often organisation's response to a down-turn and cost savings is reactive and lacks any imagination or long-term thinking about preserving the inherent talent in the workforce.  What stands out in this example is the inspired and original thinking, so often lacking.  It shows the power of optimism, insight and commitment to facing challenges without losing sight of the value of your people.

 

How to Achieve Sustainable Change

To bring about radical improvements in how teams operate, it is important to focus equally on what they are doing and how they are doing it.  Focusing purely on behaviour, without linking it to business process and performance leads to poorly focused development.  Focusing on processes and systems without considering behaviours leads to unsustainable or poorly realized improvements.    It requires a number of things to occur:

Engaging Leadership

Coaching and engagement is essential to sustainable change.  Coaching allows for a frank and timely exchange of views about their leadership style and the interventions in a safe and confidential environment.  It is only by having the space and opportunity to do this, that leaders can learn how to set the right tone and follow that through in their own behaviour, to maximize impact with their team.

Developing a team identity and goal

Bringing the team together to explore how they work together and how that can be improved is a powerful exercise in galvanizing efforts and overcoming resistance.  A key output is a ‘team charter’ that articulates the goals (performance results), in-year milestones, dependencies and how individual roles will contribute to the achievement of those goals. 

Defining Individual Roles

After defining the team charter, individuals then develop their own team role.  It is defined in terms of contribution to team results, but also behaviours and team expectations of each other. 

Defining Processes & creating service standards

Part of the challenge for teams is how to get a shared picture of the end-to-end process, the hand-offs and where performance might be compromised.  By involving all team members in the process mapping and identification they buy-in to the improvements that are identified.

Creating a performance management framework

One of the big reinforcing tools to embed and then maintain new behaviours is a visual performance management framework. The team need to be engaged; not only in the data gathering, but also in understanding and responding to the data as it is reported.  Performance dashboards can lead to lively team discussions, because everyone understands what is required and their role in achieving it. 

Maintaining momentum

It is important, once the changes have been made, to maintain them.  Leaders play an important role here in ensuring that weekly and monthly team meetings are given the priority that they deserve and that data is regularly reviewed.  Praising good performance is just as important as highlighting and questioning poor performance. 

Who we are

Agents2Change has an unblemished track record in delivering significant improvements in key business results: profit; production; reliability; safety; to large scale process industries.    Our team of highly experienced consultants have the knowledge and skills to help you tackle the most daunting of behavioural change agendas informatively and effectively.  For more information, comment here, or email us at:  [email protected].