Navigating Through Testing Times

In these times of global turbulence and uncertainty, we are all going through unchartered waters. In our view, there are 5 areas of focus that are imperative for Managers facing uncertain environments. These are:

  1. Have flexible and adaptable goals
  2. Act quickly and decisively
  3. Focus on what really matters
  4. Ensure you have reliable and timely information
  5. Take all stakeholders with you

To assist you in developing strategies that are relevant and appropriate for your business at this time, we have compiled a brief list of critical questions in each area of focus that may be helpful to you and your team.

 

1. Have flexible and adaptable goals

a. How do you know that everyone understands where you are going and is committed to how you plan to get there?

b. Is what you are currently doing making, saving or losing you money?

c. Have you identified what would ‘trigger’ a change in direction?

d. Are you ‘going with the crowd’ or charting your own course?

e. Are you challenging everything – current assumptions, biases, conventional wisdom, sacred cows?

2. Act quickly and decisively

a. Do you have the right people in the right roles?

b. Do you have a decision making framework that prevents inertia?

c. How quickly are you identifying and acting on critical issues?

d. How frequently are you monitoring the impact of your decisions?

e. Are you prepared to change previously taken decisions quickly and in mid-stream?

3. Focus on what really matters

a. Have you identified the real drivers of performance and cost in the business?

b. Are you focusing on the 20% of customers that account for 80% of the revenue, and the 20% of inventories that account   for 80% of sales?

c. Have you agreed no more than 5 top priorities that are both important and urgent? Do these priorities focus on root cause not symptoms?

d. Are you managing all elements of working capital effectively to maximise generation of cash?

e. Have you reviewed current work practices and eliminated or reduced processes that only add cost or marginal value? Have you identified and alleviated process chain bottle necks?

 4. Ensure you have reliable and timely information

a. Do you have confidence in the integrity of the information you receive?

b. Can you interrogate your database beyond standard reporting formats?

c. Have you decided what information is ‘mission critical’? ‘Nice to have’?

d. Have you identified, and are you managing or mitigating all key risk areas?

e. Are you turning qualitative information into intelligence and insights?

5. Take all stakeholders with you

a. Do you have a plan to manage conflicting stakeholder objectives?

b. Are you communicating frequently and effectively with all stakeholders, (including your people and customers)? How do you know that your ‘high flyers’ and key customers know how much you value them and why?

c. If you have been forced to downsize your workforce, have you responded appropriately to and managed the ‘survivors’ emotional reactions of surprise, denial, and anger?

d. Have you considered deploying the skills of your people differently to reflect changing priorities and revenue streams?

e. When last did you have large group, small group and one-on-one ‘coffee’ chats with your people?

 

5 Competences for Successful Communications


Verbal communications

Verbal communications



written communications

written communications


We can all improve the effectiveness of our communications. 5 competences have been identified, defined and described in this ebook that will assist you to significantly improve your verbal, and written communications. You can also use these competences to develop metrics that can be included in your Position Descriptions.

ico_pdf2Click the PDF icon to dowload this FREE eBook. Did it assist you to select and recruit the right people; create Position Descriptions and develop performance measures? Give us your feedback in the comment box below. If you like what you read, subscribe to our FREE monthly newsletter, Strategic Insights

 

Strategy Development Checklist

pdf-imgCritical strategic Issues are what generally prevent executives from achieving more of their goals. We therefore use critical issues as the point of departure for formulating strategies. Effective strategies result when you apply the Strategy Development Checklist.

 

Action Planning Worksheet

ico_pdf2Many business plans become static documents that collect dust in some executives’ drawer. This is because ‘more is less’. The secret is to reduce the bulky business planning document into a few focussed action plans, each of which are fully explained in a simple standardised format on a single page. The Action Planning Worksheet is your answer.

 

Using Organisational Culture to achieve Sustainable Change

Notwithstanding the fact that most people have now accepted the inevitability of ongoing change, change initiatives seldom deliver the results that management anticipate. Why is this so?

In this blog, I examine one of the many variables that makes achieving sustainable change so difficult – organisational culture.

The changing face of culture

The 3 levels of Organisational Culture

The 3 levels of culture are:

  1. Visible patterns of behaviour manifested as a consequence of  strategy, structure and systems
  2. Values and beliefs that are the means used to accomplish organisational goals and reflect the goals of the organisation
  3. Underlying assumptions thar are the taken for granted assumptions about the organisational reality

Let us examine each of these 3 layers in more detail:

Visible Conscious Patterns

  • We see culture reflected in the strategy, structure and systems.
  • These are the observable components of culture.
  • These are generally the first levers of change. Because they are about doing i.e. they are observable, they only represent ~8% of the impact on cultural change
  • This is why so many change programs are not sustainable. Change programs need to include the invisible elements of 2. and 3. below

Subconscious Values and Beliefs

  • The values, attitudes and beliefs emerge in the goals of the organisation
  • Values, attitudes and beliefs affect the way people behave in achieving these goals
  • The collective values of the organisation reflect what is important to people who work there – the behaviours that are acceptable and unacceptable
  • Beliefs flow from values. Beliefs also develop over time from symbols, traditions and stories from the past
  • Values and beliefs are entrenched at the subconscious level

Invisible Unconscious Underlying Assumptions

  • The underlying assumptions and beliefs, that are held, are the major drivers of culture.
  • If there is inconsistency between the three layers of culture, the organisation can become dysfunctional and the organisation becomes relatively ineffective.
  • This is evident during times of change when there is misalignment between the new strategy, structure and systems and the values, beliefs and underlying assumptions.
  • When the three layers are aligned and fit with the needs and expectations of customers/clients equilibrium is re-established. This is reflected in the performance of the organisation. An effective organisation is ‘in the flow’ and brings with it a more settled and focused feel.

Change doesn’t deliver because management focus is on the wrong layer

Management generally give 90% of their focus to the visible conscious layer i.e. visible patterns of behaviour as manifested through strategy, structure and systems. In reality this layer only accounts for approximately 9% of change.

The more powerful parts are not so easily seen.  Culture emanates from the underlying values, beliefs and assumptions which dominate and influence the behaviour of individuals. This is represents 92% of the total cultural influences and deals with the invisible unconscious, namely layers 2 and 3 (values and beliefs and underlying assumptions). Unless leaders engage individuals at these levels, any change will be temporary at best.

ACT NOW!

To obtain a more detailed understanding of organisational culture and how to change it using 10 cultural factors, get the Strategic Fit Culture Module – Creating Organisational Change.

 

Q: Is leadership a valid role within an organisation ?

Q: Is leadership the responsibility of everyone who has people reporting to themLeadership is foremost a way of being and translates into what we do and how we do it. Leadership is part of a role, not a role itself and exists at (more…)

 

Criteria for Effective Leadership

pdf-imgThe essence of the role of leaders in organisations’ is to lead effective and relevant change. Leaders  set direction, and touch, move and
inspire people to follow them. The essential skill of a leader is to influence people to achieve goals by creating an environment that is motivating, inspiring, energising and uniting. Use this template to identify criteria for effective leadership.

 

Have some questions? Need help deciding which program is right for you?