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Archive for the ‘leading’ Category

In the organisations I have lead I have steadfastly refused to have any culture change programmes.  I prefer to change what the organisation and its’ people are doing, and as a result the culture changes. Too many efforts aimed at improving organisational performance stumble because they miss this opportunity.

I am sure many readers will have shared the experience of attending a culture change workshop where a “desired culture” is identified and a list of “behaviours” is identified.  Then we all go back to doing the same things in the hope that the culture will change.  Unless new and different activities are introduced the change efforts will be suboptimal.

One aspect of this that is not often spoken about now is the difference between climate and culture in organisations.  Culture tends to be deep and stable (entrenched). Culture is often difficult to access and perceive. Climate, on the other hand, is often easier to perceive and understand – the behaviour, attitudes and feelings that characterise daily life in the organisation. Climate is not only easier to assess, but it also is easier to change.

Climate is the key determinant of performance.  Every action you take, every decision made, will have direct impact on the climate in the organisation.

Neglecting your people, for example, creates a poor climate.

A warm, supportive, co-operative climate where high standards are accepted and expected improves your chances of business success.  Creating a climate where the teams objectives are crystal clear create the grounds on which a healthy culture will develop – one where every employee is totally committed to the company’s goals and works hard to contribute to them.

It goes beyond just asking: Do they work well together as a team?

The important questions for individuals look like this:
·         Is everyone clear about what they’re doing?
·         Do they feel their contribution is recognised?
·         Do they feel they get a hearing?
·         Are they truly valued and honoured by the organisation?
·         Do they have a sense that they belong?

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See also : Novel Approach to Developing Leaders

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How do you grab the attention of your organisation and ensure that it does the right thing?
Many will say “by having a compelling vision”.  It would be nice to have such a simple exclamation.

Having a compelling vision alone is insufficient for achievement as a leader. It must be complemented by communication and relationship building skills. Peters and Waterman, in “In Search of Excellence” in 1982, considered that the principal factor which seems to deliver organisational success is the manager’s ability to deal with people.

Dealing with people starts with establishing a shared understanding of purpose. CEOs cannot develop a compelling vision or a strategy on their own. Yes, they need to have an agenda, and be results oriented (results get attention), but these cannot be developed in isolation.

The reality is that the best CEOs are good at articulating the aspirations of their fellow organisational members.

They are good at listening and observing their own people, and turning those aspirations into a compelling statement for the organisation.

Simply put, the best leaders set the direction by energising the aspirations already in the organisation.
 
Articulating and communicating that vision turns it into a statement of shared purpose. The much sought after alignment of staff is more correctly described as a continuing process of orienting people towards the core objective, and to initiate actions that contribute to the achievement of purpose.

And organisations become more effective as this shared understanding translates into another continuing process of always challenging what is being done – does it contribute to the purpose? Is it consistent with values? If so, is it the best way? What are the risks? Is the risk worth taking? And so on.

Rather than being seen as the action of a charismatic or transformational leader, the purpose provides for a fundamental need in people. It is one in which they can find meaning and a sense of personal worth. It is a framework in which their contribution can be appreciated, and not just externally, but in greater levels of self-esteem and confidence.

Two other factors are important, and can be deal breakers no matter how effective a leader has been in developing a sense of purpose. Those factors are trust and respect.

Trust is easy, and whilst it encompasses concepts such as integrity and fairness, in organisations it comes simply from making yourself and your position clear, and then honouring your commitments. That is, doing what you promise. This requires accountability and reliability, and implicitly requires you to think carefully about the commitments you are making, and recognising the impact that you are having on the organisation and its people. Max De Pree rightly talks of leadership as a serious meddling in the lives of others. Consider your commitments carefully, make them public and then honour them. Too often this becomes a stumbling block!

Respect, also, is easy. To gain the respect and confidence of staff, managerial leaders must be able to display competence in the work of the organisation, not just in “management expertise.” This is not an argument either for internal appointments, or for appointments of people who already understand your business. Many leaders entered jobs in which they have little content knowledge, and those who survive invariably go into a deep dive to understand the business and its nature. As they develop expertise, and display empathy with the joys and trials of the business, they win respect. Those who do not work to understand the business falter.

The essence of managerial leadership is to develop and demonstrate the expertise and understanding that allows you to articulate a core purpose for the organisation. Translating that purpose into action is the essence of successful strategy and that requires you to be clear about your intentions and “walk the talk”.

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