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| Section 1 |
- Topical Topics |
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This is the second article in a series on Building Management Bench Strength
Designing for Success . . .
The basic objective of any effective succession plan is to ensure that there are sufficient right people in the right places at the right time. What this means is that we need to have qualified, enthusiastic people in the wings so that we can quickly identify and respond to succession gaps.
It means more than this though. We will need to identify our high potential people well in advance so we can stimulate, encourage and guide each of them through a deliberate program of development. It means too, that we have to align our people strategies with our business strategies so that we can meet emerging market demands which can be volatile.
In the first article of this series - The Critical Mindset - we focused on the principles that underlie a great succession plan. In this issue we'll consider a way to compile an effective process within these principles. It isn't difficult - but it is deliberate, if we want it to work.
This process has to be disciplined yet flexible. It must also be transparent while being invulnerable to abuse. Lastly, it has to be inclusive without being unwieldy. So far, so good!
Putting a process together so that it is disciplined, transparent and inclusive demands that we embrace direct, spontaneous interactions rather than indirect, systems-based activities or rituals. The process must 'live' - which is hard to do if it is smothered in paper. We need to seek our insights into other's potentials by use of dialogue and ongoing focused, incremental initiatives. We have to avoid rigid, 'positioning exercises', for they'll smother natural growth!
In addition, the process needs to be entirely integrated with our emerging organizational culture. In practical terms this means alignment with formal and informal "heroes", "myths", "ritual practices" and "networks". There has to be a strong alliance with the organization's declared values too. All of these elements combine to create organizational culture, and where they are coherent the culture is strong - when incoherent the culture is weak and ineffectual.
So, what are the best practices that will guide us to a great succession plan? Consider the construction in two phases:
- Taking Inventory - compiling individual data; defining relationships and integrating plans of action, and
- Defining Expectations - constructing mandates, designing experiences and setting up monitoring programs.
Both steps must be taken within a safe, realistic and clear context or environment if the necessary levels of commitment are to emerge. Regarding safety, we may need to identify associated risks and rewards as a mutual exercise, consider any related exposures to the consequences of possible failure, and examine the true significance of 'successes'.
Realistic expectations would cover timings, efforts required, weightings, priorities and the associated obligations and performance consequences. Clarity means resolving issues of process and communication such as the sequence of events, review and decision points, the communication of outcomes, and appropriate methods for appeals and adjustments.
The desired level of personal commitment may also need to be discussed, particularly in terms of specific desired results, standards of performance, accountabilities and time frames. Clearly, there is a demand for carefully planned dialogue.
Shall we take a closer look at the first phase - Taking Inventory?
The intention is to increase self insight and to examine the impact and consequences of various options. This leads to the assignment of weightings, the setting of priorities and on to establishing an appropriate impetus for growth and development.
To achieve this we will take a measure of current status - the 'health' of the individual. We would benefit by knowing that we are ready / poised for growth and that distractive issues are resolved. An Emotional Intelligence profile could assist us significantly with this task.
We also want to determine relevant skills and competencies as they are right now. To undertake any journey successfully you'll want to know your exact departure point. There are several excellent inventorying protocols that would serve us in this respect.
Most important of all though, we need to develop a profile of the individual's strengths, both in terms of personal preferences and also relative effectiveness. Inventorying weaknesses and deficiencies is not only demoralizing, it's counter-productive. Strengths are the foundation piles upon which we can build and strategize for the future.
Three best practices to consider:
- Individualized Development - Recognizing that group approaches are inefficient and not particularly stimulating, many forward thinking organizations have adopted the strategy of individually tailored agenda for personal development. The emphasis is on 1-on-1 coaching, tutorials, peer group learning and personal networks all working together through a "drip-fed" curriculum.
- Focus on Relationships - Progressive organizations are using internal/external mentors and coaches to support individual growth. When used in conjunction with formal and spontaneous project team assignments, this is especially powerful and it produces direct and immediate pay-outs for both individual and organization.
- On-the-Job Development - Gone are the days of periodic conferences and instructional seminars that are costly and often inconvenient while they deliver marginal benefits. Today's learning laboratories are real-time, in-situ and continuous. People learn best through direct experience, making creative mistakes, experiencing diversity and having immediate feedback on their efforts.
Now, let's consider the second phase - Defining Expectations.
There has to be a fundamental sense of accountability which is best accomplished by setting direction and momentum jointly and by allowing a full measure of self pacing in the development process. Individuals today, want to know that they have control of the vital aspects of their life, and this is certainly one of those.
Autonomy is also highly prized. People require a license to act, a mandate within which discretionary decisions can be taken, so, while the "what" can be predetermined, the "how" has to be left to the person 'at the sharp end'. Define the scope of action, the resources and restraints that apply, the deliverables expected and any relevant time lines. The rest is for the incumbent to manage for him/herself.
An integral part of this is the definition of expected deliverables, and these need to be considered as either goals/standards to be attained or as 'pulse points' - those ongoing indicators of healthy performance for functions and responsibilities that are essential to the person's current role.
A last but tremendously important consideration is the deliberate separation of information reporting/sharing and understanding/acceptance. When these different activities are combined, confusion reigns. A simple Status/Variance reporting format will allow effective sharing of information. Subsequent general or specific focus sessions will enhance understanding, consequence evaluation / assessment and eventual integration.
Three best practices to consider in this phase:
- Setting Performance 'Tramlines' - If individuals are really to learn from experience it has to be their own. Those who are exploring their future contribution options have to have room to maneuver, to experiment and to make creative mistakes. Instead of setting precise standards, intelligent leader/managers provide defined parameters or 'trip wires' within which their protégées can move under their own momentum.
- Using SMART Goals - a technique which has already proven itself. Beyond the acronym - admittedly clever - lies the real value, carefully considered and precise definition of outcomes before action is taken. Smart leaders do not rush into things precipitately - they build expectations deliberately and thoroughly with those directly involved in actual execution.
- Pacing Growth - The challenge is to find balance which can be illusionary in the short-term. The best results are found when a long/short : fast/slow pace is sustained. How? By allowing pacing control at the front line (the individual), recognizing in advance the impact of natural business cycles so that completion is thorough and recognition and rewards are available, and finally, so that the temptations of 'quick and dirty fixit' approaches and already familiar stratagems are avoided.
In summary, our design should emphasize experiential learning over training, allow continuing, careful exposure to new concepts and practices, and encourage learning over instruction. When this strategy is flavored with variety, and under-pinned with expanding networks, a sustainable development initiative is created which benefits all concerned.
So, ask yourself:
- To keep our succession plan effective and credible, can we build It around continuous dialogue and individual experiential programs that enhance personal strengths and competencies, encourage constructive relationships and match emerging organizational needs?
- Does our design include freedom for growth and individual accountability that will sustain it during hard times as well as demonstrate relevant progress at an acceptable cost to both individual and organization?
- In inventorying and designing current organizational realities, strengths and competencies, can we employ versatile yet elegant tools and practices that will enhance positive results for all?
- Can our people engage in a safe way, develop well-considered expectations, understand and influence the process in all aspects and remain fully and enthusiastically committed to mutual success?
In the next article in the series we'll take a practical look at how such a plan can be best implemented and managed. We hope to see you then.
A Note to our Readers . . .
A series of ten previous articles focusing on the characteristics of leaders has been designed as a discussion guide for those who manage and lead through mentoring and coaching. If you would like to secure copies for your own use, please contact us.
It is a pleasure to share ideas with you and we'd welcome your questions and comments. They will assist us to refine and expand the essential value of these initiatives.
Thanks for your participation.
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Timely Insights . . .
Winning leaders . . .
In "Winning", Jack Welch says that he found that some ways of leading always seem to work in creating a winning company - and they have become his" rules"
- Leaders relentlessly upgrade their team using every encounter as an opportunity to evaluate, coach and build self confidence.
- Leaders make sure people not only see the vision, they live and breathe it.
- Leaders get into everyone's skin, exuding positive energy and optimism.
- Leaders establish trust with candor, transparency and credit.
- Leaders have the courage to make unpopular decisions and gut calls.
- Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are answered with action.
- Leaders inspire risk taking and learning by setting the example.
- Leaders celebrate - making people feel like winners.
For more insights go to: http://www.bookbrowse.com/reviews/
Seven Trends to make or break . . .
Powerful forces will reshape business over the next five years according to Rick Spence of Profit Magazine. In the May edition, he argues persuasively for these seven socio-economic factors and presents some practical ideas for coming to terms with them.
He points out that we are living in a time of unbridled change, but that there are so many possible futures that it's getting harder to see a way ahead. He quotes Frank Ogden, the dean of Canadian futurists as saying that "everything is happening at once - all is going to be disrupted and that there's no future for futurists" Something to think about! If you want to think this one through, start by reviewing the complete article - http://www.profitguide.com/growing/
The Zen of Management Maintenance . . .
Are you successful or a "success fool"? According to HBS alum and leadership expert Jagdish Parikh, the most effective leaders realize they must first learn the skill of leading themselves.
The gap between what everyone learns about leadership and what they actually experience exposes a fundamental flaw in leadership models today. The qualities that genuine leaders possess-and what makes inspiring leaders so rare-are not innate characteristics. Rather, he believes, they are skills that aspiring leaders can and should actually teach themselves, such as self-knowledge and self-mastery. Self-knowledge and self-mastery can be developed through conscientious practice. "Unless one knows how to lead oneself, it would be presumptuous to lead others," Parikh says. He adds, "If you don't know how to lead yourself, someone else will."
http://hbswk.hbs.edu/
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Constructive Criticism . . .
No matter how much you think you might know about dealing with others you can never know enough when you really need it! I have serious 'egg on my face' right now.
As a behavioural scientist who has been a husband and father longer than I care to admit, a business owner/manager for more than thirty years and a seasoned consultant and author / speaker on a wide range of related topics, I thought I was on safe ground. I've just been examining that ground from zero distance - as I buried my face in it! Let me explain.
The situation was a profound sense of disappointment when someone close to me revealed that commitments made previously were 'not a priority'. To say I was shocked at this revelation would be a gross understatement. The consequences of the unfulfilled commitments were that the quality of both the relationship and of life for both parties was profoundly and negatively impacted.
The task ahead of me was to challenge the assumed 'priorities' and to seek a renewed level of commitment. Inherent in this was a measure of constructive criticism. When it came to delivery and renegotiation, it didn't fly - it crashed.
It was very clear that I was inept in giving constructive criticism. I broke every rule in the book of wisdom and, as a result, revealed my arrogance and insensitivity, created some deep-seated resentment and compromised the relationship. What can I say? My feelings were hurt!
In the cooler light of reason, and from a hard-earned safer position, I've reviewed the rules I had ignored. May I share them in the hope that this breast-baring might help some sincere reader to avoid a similar fate?
Well, and in no particular order of importance, I did commit the following sins:
- I did not separate the person from the behaviors;
- I adopted 'positions' rather than focusing on the issues;
- I attributed my feelings to the actions/non-actions of the other person;
- I carelessly allowed emotionality to intervene and even to dominate;
- I made little or no attempt to understand the motives involved - my own included;
- I reinforced each accusation with any evidence I could find, regardless of relevance;
- I did not allow for a position of safety or dignity, but exploited every 'weakness';
- I didn't choose the time or the place for my delivery with any consideration;
- I refused to concede any offer of conciliation, insisting on a total package; and
- I expanded my injured feelings to every aspect of my life, deserved or not.
It has been a real learning experience, far more expensive than it should or could have been.
We all need to offer constructive criticism on occasions - that's life! We'll also need to accept it on occasions. But we never really learn how to do it well, except through experience - which can be expensive. However, perhaps a small amount of anticipative reflection might help us to avoid breaking all the rules.
Offered, in the spirit of true contrition, and for what it may be worth.
David.
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
At a recent management review meeting, we were discussing the morale and attitudes of staff members in general. An extensive list of complaints and negative sentiments were presented, almost to the exclusion of anything positive and constructive. Eventually some of the managers present rebelled, claiming that we, as managers, are fixated on complaints to a degree that's self-destructive. What can be done to turn this perspective around?
Response:
This kind of experience has a 'double negative' impact. The absence of positive, constructive input is demoralizing for you as leaders and the plethora of complaints will reinforce the suspicion that you are doing nothing right. Over time, this could become deeply entrenched in the organization's culture.
Should we write this off to overly zealous yet well-meaning persons who are keen to identify and resolve difficulties and impediments? It's always easier to identify the wrinkles in the smooth fabric of a process than to confirm its effective performance.
What may be needed here are benchmarks. These are often referred to as KPIs (Key Performance Indicators) - the standards of productivity and process performance that would indicate success in meeting organizational Mission and Values. Too many organizations fail to identify and then to promote these KPIs among staff. It's like asking people to play the game to the best of their ability and continuously, then denying them any sight of the scoreboard.
Complaints come from many sources but most can be resolved in the mind of the originator if only there's a realistic appreciation of the true impact. Uncertainty leads to anxiety, anxiety to unhappiness and dissention - complaints follow. They're often symptoms of uncertainty.
Try the formula: BMW >>> KPI = 0, where BMW (Bitchers, Moaners & Whiners) given KPIs (Key Performance Indicators) leads to no complaints.
As managers, agree on the following general strategy:
- Upon receipt of a complaint listen carefully - any complaint must be taken seriously;
- Ask the complainant to help identify the KPI(s) that is/are most seriously impacted;
- Collaborate to identify a possible solution / course of action;
- Relay the outcome to the powers-that-be for approval and implementation
- Feed back the results to the complainant - move forward!
All complaints that have validity must be dealt with responsibly and ethically. The principle in law is that any person or interest that stands accused has the right to confront the accuser(s). Managers must always gather information from all sides and make every possible attempt to resolve the complaint constructively. Nothing less is acceptable.
To gather complaints from BMWs so that we can have a rousing self flagellation session at the next management meeting, or to justify partial self-destruction, sounds 'kinky' to me!
Dear Coach;
This is not a happy place to work. We're a small operation where the new owner, as President, has become the critic and 'enforcer' on every detail of the work. We rarely have a meeting unless he calls it, and then it's only to beat us all around the ears. The agenda is usually a tirade on how we're all 'screwing up'.
Thank heavens he prefers to intervene / interfere one-on-one most of the time, which means that only one of us gets the hit - at a time. The trouble is that he has lots of good ideas and suggestions but the method of delivery is killing what little morale we ever had.
Response:
There are several points in your story that have the seeds of a solution. Perhaps a combination of some of the following suggestions will help to rebuild your collective self esteem.
This strikes me as a foundation requirement, to rid yourselves of the 'victim' mentality. You need to stand up and be counted - assertively - both individually and collectively. Let's start with 'assertively'.
This means that you seek a 'win-win' solution. The President has concerns and, by your admission, some good ideas and suggestions. You have needs for dignity, respect, autonomy, positive reinforcement and self expression. The challenge is how to ensure that each side gets what it wants and needs - but not at the expense of the other.
If there is a serious strategic / business plan in effect, use it to define the desired outcomes, standards of performance and operating 'tripwires'. If necessary, renegotiate these as a group with the President.
Individually thereafter, you each need to take some measure of control whenever there's an intervention. This may mean that you negotiate standards of performance with the President, request a detailed description of the desired outcome at the beginning of the intervention and then some manoeuvring room to achieve the desired results, or clarify the concern and required remedial action and then agree on an action plan that's acceptable to both parties.
Like any other critical conversation, these interventions must begin with mutual safety as the first consideration. If the President perceives that you are dedicated to achieving the outcome he wants, he'll likely not oppose you.
Collectively, you might consider taking a higher level of initiative regarding meetings. Surely, you do not need the President's permission to get together. He may well applaud such initiatives where they lead to improved results. Collaboration is 'key'. Group sessions that are forums for individual ego-mongering or political grandstanding are not advisable.
Seek out the synergies that working together can produce. Build consensus on standardized processes and economies of effort. Share the recognitions that you both seek and deserve among yourselves. When this is working well - and it may take a little practice - it will mitigate and perhaps reshape the President's current tactics.
The bottom line? You won't change the President, but you can change your behaviors and thereby his response.
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Commentary . . .
Values that Live . . .
How the bleep do you assert your values when all around you others are sacrificing theirs? How can you promote your core beliefs when there are so many contradictions created through ongoing, inconsistent change? What's the point of standing up to be counted when less scrupulous persons will take pot shots at you?
We are surrounded by lies, half truths and manipulations. For many, the only way to get ahead is to trample on the dignity of others, to tear others down and to ridicule their intentions and actions. When so many are ready to accept the lies, how do we establish truth?
Truth has perhaps become irrelevant. All is 'situational'. Society's leaders - politicians, celebrities, spiritual guides and business executives - all appear to use truth as a 'matter of convenience'. We even find that untruths are given equal prominence with asserted truth in the press. It appears that each is indeed no better than the other - it's just a question as to which version you might prefer to accept at the time. In such a world, professing truth or even a set of values is to invite disparaging responses.
Yet, there can only be one secure way forward. To compare truth with lies is like comparing light with darkness. Agreed, darkness is the alternative to light but it is not the opposite, an equal condition to be fairly contrasted. One might project a beam of light but I've yet to see anyone project a beam of darkness!
Darkness is simply the absence of light. Similarly, lies are the absence of truth. Chaos, discord and inconsistency, the products of lies, are possible only when there's no truth. An old adage, "the only thing necessary for evil to prevail is for a few good people to do nothing", takes on a clearer meaning.
What's the concern here? Well, I was speaking with a sophisticated business manager recently. The topic was the role of personal values in business. Now, please understand, I'm not using the term 'sophisticated' in any way that could be described as positive. Check your dictionary and you'll find that it means 'not in a natural, pure or original state'. It also means 'to deprive of genuineness, naturalness or simplicity / to make complicated or complex'.
This person's argument was "business is too complex to concern itself with 'naive, simplistic truths'. The situation always defines what 'truth' should be and only experience can prove the 'rightness' of issues". The implication, truth is defined by those who survive - by the 'winners'.
I have a lot of difficulty with this line of thought. Where is principle? Where is consistency? Above all, where is truth and trust other than in the history books?
My contention is that principle, truth, ethics, authenticity, social responsibility - all are larger than any business issue. They are the rules to which business must conform. If they are not considered separate from and higher than the convenience of the moment, then they can not serve us. We are shooting arrows into the wall and then drawing targets around them.
"But it is so difficult to debate principles when opportunities and challenges are beating on our door", argued my colleague. "How much time and effort can we really afford to invest in trying to reconcile different sets of personal values?"
"As much as it takes", I reply, "but surely this is something one must define for oneself, then between ourselves, and preferably ahead of the issues. We don't have time, inclination or even the objectivity to argue finer points of ethics or truth when the pressures are intense".
So what does this mean? My suggestion is that each of us formulates a brief Code of Principles for ourselves, right now. We continually review and adjust this against our highest level of consciousness. We share it with those who are either 'suppliers' or 'customers' - up-stream or downstream of our organizational contribution, as well as with our superiors and supporting staff members.
Samples for leaders and managers are available to help you get started. Change them to whatever degree you want, put the content into your own words, make them your own. Once they are truly yours, share them discuss them, live them!
If everyone were to do this, truth, principles, ethics, authenticity, social responsibility issues and similar, would be resolved as we go forward together - not just when we hit a roadblock!
After all, an ounce of prevention is worth a pound of cure.
Think about it!
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A Point of View . . .
This section is a Guest Column.
Those with different and interesting
viewpoints are invited to state a case on a related topic.
Articles are welcome – up to 250 words, please. Let’s hear from you!
A Living Legacy -- The Sum of its Parts -
I'm working virtually with some colleagues on the subject of 'the positive workplace' - what it takes to create, develop and sustain such a place. We all come to this with a keen interest in the new discipline of positive psychology and many an experience in less than savory environments!
Much of the talk is of personal strengths, the opportunity to apply them, to create a life of engagement and meaning - the desire in each of us to make a difference, to leave a legacy.
Perhaps it's my warped mind at work, but I found myself remembering the time when David and I were house hunting. Our real estate agent had lined up a number of houses for us to visit. There was plenty of time for us to view each and every one of them. Yet when we came to the door of one in particular all I wanted to do was run away as fast as I could.
Legacies! We most often think of them as money or property passing from one to another, typically after death. Typically, we tend also to hold them in a positive light.
That house we were to view, in my view, held a legacy. It somehow retained the energy of its owners. As tangible as it was invisible it spoke of the anger, bitterness, upset that existed there.
An 'energy thumbprint' for want of a better word. You may have experienced something similar in your past. Doesn't have to be bad. May just as well be positive.
This got me thinking about the energy we leave behind us at work, at home, with friends each and every day. That living legacy - something we'd be proud of? Something that would make a difference? A positive difference?
Guess it's proof positive that the only way to make a difference in the hereinafter is in the here-and-now!
Well, that's my opinion anyway.
Amanda
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| Section 3 |
- On the Horizon |
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Emerging Trends & Developments . . .
Don Tapscott, internationally acclaimed strategy and transformational guru, says that
transparency is on the march. Nascent for half a century, this force has quietly gained momentum in the past decade and is now triggering profound changes in the private sector. Firms embracing this force are thriving.
Transparency is far more than the obligation to disclose basic financial information. People and institutions that interact with firms are gaining unprecedented access to all sorts of information about corporate behavior, operations, and performance.
Customers can evaluate the true worth of products and services. Employees share formerly secret information about corporate strategy, management and challenges. To collaborate effectively, companies and their business partners have no choice but to share intimate knowledge with one another. Powerful institutional investors today own or manage most wealth; they are developing x-ray vision. And in a world of instant communications, whistleblowers, and inquisitive media, citizens and communities routinely put firms under the microscope. The corporation is becoming naked.
While there are many factors causing the rise of transparency, none is more important than changes in media and technology over the last decade - in particular the Internet. It raises transparency to a whole new level. Broadcast media are one-way, centrally (and corporately) controlled, single messages. The multidirectional Internet is the opposite of all these. Anyone can use it to originate messages - from any location, any time. You can find any point of view you want if you care to look. And no one controls its content - except for all its users.
The Net has boundless versatility. Simple person to person communications, fancy and complex informational Web sites, the instant personal soapboxes known as Weblogs, real time activity coordination (business, personal, political), financial transactions, information capture, long term archiving - the list goes on. All these are new and powerful tools for transparency.
Read the Entire Commentary - http://bettermanagement.com/library/library.aspx?libraryid=12135
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Challenges & Opportunities . . .
Temperament and Change Management . . .
You know you're different! There are few situations though, where this cold, hard fact is brought home as well as when we are facing change.
Is this really a deep-seated personality 'thing' or is it possibly something less profound? Is it practical to think that each one of us actually has some degree of choice in the way we might respond to the vicissitudes of organizational life? It isn't profound, it's just our temperament.
Temperament - the complexity of life management or coping skills we've adopted to deal successfully with the world around us - has long and credibly been described by the Myers-Briggs Temperament Indicator (MBTI). Most leaders and managers are aware of their 'type' indicated by four letters in sixteen alternative combinations. If you are not aware scratch your curiosity - contact us and we'll assist you.
The first pair of descriptors responds to the question, "Where is reality?" The choice is either out there (Extraversion) or in here (Introversion). Next, the question is "How do I access this reality?" and the options are through my senses (Sensing) or I just perceive it (Intuition).
"How do I process the intelligence I receive?" is the third focal point and the possibilities are by reasoning through them (Thinking) or by accessing my emotional response (Feeling). Lastly, "How do I share my conclusions?" where the choice is by forming opinions and taking decisions (Judging) or by remaining continuously open and accepting (Perceiving).
These preferences will assert definite needs in times of change. Understanding how each of us manages change can be assisted by considering specific needs at each level of the MBTI profile. Let's examine each one in turn:
- Extraversion - there's a need to take time to talk about what's going on, and a desire to get involved, to have something to do. Communication is high profile and participation is very important. When it comes to action, extraverts want to get on with it and to keep up the pace.
- Introversion - requires time alone to think things through and reflect on events. They like to be asked for their input but prefer the opportunity for well-reasoned, written contributions and one-on-one discussions. Preparation for meetings is preferred and they need time to assimilate changes before taking action.
- Sensing - the need is to get real facts, and the reasons why the change is happening, so that we can be specific about what precisely has to change. Links between the past and the proposed changes are essential and the proposed future has to be real too. This means clear guidelines on expectations, roles and responsibilities.
- Intuition - The need here is for the 'big picture', the overall rationale and a general plan or outline strategy to work with. Then it's necessary to create an image of the willed future, a vision of what could be. This is achieved through assessing options, with not too much detail, and through opportunities for participation.
- Thinking - clarity in planning and decision making is a high priority, and can be attained only with competent, focused leadership. The process has to be open, transparent and equitable, based on logic and defensible. The future is achieved by using a systematic series of goals which are internally related.
- Feeling - The primary need is for recognition of the impacts upon people and it's an opportunity for leader / managers to demonstrate that they care. There's a great deal of accommodation, consensus building, appreciation and mutual support. Inclusion is essential in both planning and implementation and individual feelings are important.
- Judging - there has to be a clear concise plan of action with defined, detailed goals and standards. Priorities are important too, as are such agreements as may be necessary on protocols, precedents, sequencing and inter-relationships. Timeframes are binding, and surprises and failed commitments are unacceptable.
- Perceiving - 'please don't tie me down' is the first consideration, so keep the operational parameters broad and flexible. It's preferable to deal in options and contingencies with frequent reviews and adjustments. There's an ongoing need for information and keeping issues open is critically important. Stay loose and trust me.
This broad overview is based on a book "The Challenge of Change in Organizations" by Nancy Barger and Linda Kirby who have integrated type theory with William Bridges' stages of transitions. The findings are the result of more than 2000 workshop participants' responses to the question, "What does each preference need during a time of change?"
While it may not be an exact description, it is a highly practical framework for recognizing and coping with the needs of various types under challenging circumstances. After all, if leaders and managers cannot use individual differences to deal with change productively why would they warrant the role?
For a copy of the Barger & Kirby book, visit http://www.psychometrics.com
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A Challenge
"If you want to build the most powerful organization possible, then your first job is to help every person generate compelling answers to twelve simple questions about the day-to-day realities of his or her job". So says Marcus Buckingham, mentor and author with the Gallup Organization.
These factors determine whether people are engaged, not engaged or actively disengaged at work. Try them first on yourself. If you should survive the test, find a way to encourage your people to respond to them.
- Do I know what is expected of me at work?
- Do I have the materials and equipment that I need in order to do my work right?
- At work, do I have the opportunity to do what I do best every day?
- In the past seven days, have I received recognition or praise for doing good work?
- Does my supervisor, or someone at work, seem to care about me as a person?
- Is there someone at work who encourages my development?
- At work, do my opinions seem to count?
- Does the mission/ purpose of my company make me feel that my job is important?
- Are my coworkers committed to doing quality work?
- Do I have a best friend at work?
- In the past six months, has someone at work talked to me about my progress?
- This past year, have I had opportunities at work to learn and grow?
(c) 1992-1999, The Gallup Organization, Princeton, NJ. All rights reserved.
How did you do? How about your people?
If you are like most busy leader / managers you will have felt less than satisfied on some points. The semi-serious question applies though - How do you remember when you are up to your keester in alligators that the purpose of the shovel is to drain the swamp?
Perhaps a little help would be welcome?
We have a talent for bringing out the very best in people. We help them to focus, to build self and general confidence based on committed results and we improve their resiliency.
We are Polaris - the finest self-navigation program for emerging leaders / managers.
You can reach us at www.polarisprogram.com or by calling (519) 766-1178 anytime.
Could Polaris be the right program for you? We'd welcome the opportunity to demonstrate this powerful program and our ability to contribute to the strengthening of your management team.
Please contact us for details.
Please contact us for details.
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Reach Out!
Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning. It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul.
Best of all, it's free! Take a moment for yourself and make room for a little refreshment.
http://www.reachoutdirectory.com
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| Section 4 |
- Secure Site |
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Polaris Participants
Polaris members are invited to visit the Secure Site (members' area) to review Modules.
for Work Out 4:
- Personal Organization - Vision, Mission and Values
- Influencing Others - Group Dynamics
- Focusing Principles - Management Beliefs and Strategies
For Work Out 7:
- Personal Organization - Schedules and Priorities
- Obstacles & Setbacks - Principled Negotiation
- Integrity & Ethics - Affirming Authenticity
Preparatory assignments . . .
Work Out 5 (June 8th) are available on the web site and should be accessed no later than May 27th. An e-mail reminder will be sent to all by this date. Our topics will be:
- Personal Organization - Focusing Resources
- Influencing Others - Communicating with Intent
- Focusing Principles - Consistency and Commitment
Work Out 8 (June 7th) is already posted and will be e-mailed no later than May 27th covering the topics:
- Implementation - Personal Strengths in Action
- Obstacles & Setbacks - Adaptability and Resiliency
- Integrity & Ethics - Personal Resiliency
Please set time aside for your preparatory work, and call your coach with any questions and comments. Use your RED time well!
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Be kind to yourself - and to someone else! |
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Stay well, live long and prosper.
David Huggins and Amanda Levy
Andros Consultants Limited
http://www.andros.org
Helping individuals and organizations be their best
http://www.ebooks4business.ca
Distinctive business books for the discerning mind
http://www.polarisprogram.com
Realizing tomorrow's potential - today!
Shameless Marketing Tip:
With close to thirty years of experience in identifying and resolving
professional and business issues, we've developed a wealth
of expertise that could benefit you. An exploratory consultation
carries no obligation. Let's talk! Contact us at info@andros.org
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Contact us to learn more.
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