Building the Sustainable Organization – 8 Structuring & 9 Behavioral Opportunities (Part 2)

Sustainability techniques fall into two categories; Structure and Behavior (See the prior post for the structural opportunities)

Part 2: Behavioral changes supporting new tools, procedures and processes

  • Modeling the expected behaviors at the management and leadership levels.
  • Introducing the changes in meetings, presentations and handouts, then involving the person in determining HOW he/she will perform the new way of doing work.
  • Sharing the big picture to help others understand the reason for the changes.
  • Asking for volunteers to assume accountability for intentional application of the new behavior applied to the work to be completed.
  • Reinforce and provide positive and constructive feedback for appropriate use or application of the behavior from superiors and peers.
  • Specific coaching, feedback and recognition for use or non-use of behaviors expected and agreed to on a daily basis.
  • Practicing new behaviors as they apply to changes in application examples and role plays.
  • Linking new behaviors to existing or new Values expected for all employees.
  • MBWA (Management By Wandering Around) to catch people doing things the new way and reinforce them or coach them for improvement.

What additional ideas do you have?

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Building the Sustainable Organization – 8 Structuring & 9 Behavioral Opportunities

Sustainability techniques fall into two categories; Structure and Behavior

Part 1:  Structural changes supporting new tools, procedures and processes.

  • Loading forms and templates into a software system and/or documented process that link to job/team/role responsibilities.
  • Creating checklists to trigger new behaviors, actions, etc. that support application of new tools and techniques.
  • Existing process alterations that are documented and link to the Performance Management/Review system for following and assurance of completion.
  • Including competency development components in existing or new training programs for new hires and specific roles.
  • Linking new practices to the strategic and annual planning documents/ process that are reviewed for progress and alignment regularly during the year.
  • Linking and aligning compensation systems, recognition systems, performance systems in support of the new processes and behaviors.
  • Linking and aligning new templates, processes, formats, etc. to all work processes, plans and expectations in a seamless and integrated manner.
  • Intentional communication events (group and one-to-one) to review, enhance and assure the new processes are being followed.

What additional ideas do you have?

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Team Collaboration – 10 Tips

Team Collaboration – What Does It Really Mean?

Everybody talks about it, and few actually experience it themselves or they would explain it with much more depth of understanding.

High performing teams require members who:

  1. Give trust and receive trust from others because they earn it every day.
  2. Prove their integrity through doing what they say they will do – every time, on time.
  3. Make other team members successful by protecting them from failure through:
    • Deep inquiry about plans to assure solidity
    • Suggesting new and alternative ideas/options
    • Asking and delivering support/help
    • Sharing learning, experiences and helping explore unknown territory
    • Sharing resources to assure success
  4. Compete constructively to assure stretch goals and targets are achieved.
  5. Believe and act in ways that achieve a singular WIN for the team.
  6. Deliver transparent messages that contribute to understanding.
  7. Disagree constructively inside the room and actively support the team consensus outside the room.
  8. Know how to, and when to sublimate their personal needs and priorities for the higher-level team needs.
  9. Take personal and team leadership accountability focused on performance seriously.
  10. Follow leaders with an understanding of how to best provide support for performance.

Until you’ve lived it, you really can’t understand it.

Give a call if your team needs help achieving it.

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Leadership – A 3Q Self-Assessment

A 3Q Self-Assessment for Leadership:

  1. Most of the employees working with me can explain the Vision for the organization over the next three years.   Yes    No
  2. Most of the employees working with me believe I care about them and their future.   Yes   No
  3. Most of the employees working with me take action versus waiting for my approval.  Yes   No

Would you like some help with this?

  • Check our blog topics and search for options.
  • Call and let’s talk.

 

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Working Smarter, Not Harder

A division of a large organization asked us to help them achieve a ginormous growth challenge of which they were in their second of a five-year plan.  When we asked to review the plans, they showed us a Goal Statement reflecting the doubling of revenue over the five-year period.  There was no plan!

We then interviewed a sampling of the employees and the top leadership team to determine what was taking place at present.  We found that every individual was apportioned a piece of the growth target and was working very hard, with a lot of overtime and self-inflicted stress to carry their load.  A lot of frustration and concern for doing anything more than they were currently undertaking was present.

Apparently, the higher ups were assigning these goals and targets and checking on them daily and weekly to assure attention and focus was being maintained.

Unfortunately, with little to no underlying business processes or structure to assure consistency, effectiveness and efficiency that would bring stability to the work, this pressure from above was causing burnout and turnover.

We first suggested setting priorities for work on a personal basis using the revenue growth targets as the filter for prioritizing importance and urgency.  This reduced a lot of low priority work that had been weighing on people.  It also required approval from on high to put some of this nonessential work aside for the time being so sales could be the main focus.

We next worked with the executive leader to identify behaviors that would release synergy and leverage performance.  Through the modeling and focus on three strategic behaviors the group began working better together, assuming more accountability for problem solving and decision-making, as well as becoming much more focused on actions that resulted in a positive impact on sales.

Things have begun to turn-around and a much more sustainable process for achieving the goal is in place.  They are still working on developing the new behavioral habits that will help them leverage performance, although they are building triggers supporting these behaviors into their existing templates, formats, processes and systems.

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