Tuesday, 14 July 2020
Sunday, 12 July 2020
Tuesday, 2 June 2020
Apparently more tha 50% of people doubt they will stick with their current employer beyond 1 year. A number may have lost their job, but a fair few are probably re-thinking their role, purpose and satisfaction with life and perhaps their current employer.
For many a short break from work suggests that we will simply return to the old ways of working just as easily as we do after a holiday or the novelty of a New Year's Resolution wears off. But for some at 10 weeks many will be finding new routines become habit and some of them have benefits people will be reluctant to give up.
I doubt people miss congestion of a population driving to school or work like cattle being herded from one pen to another. There may be a sense of tribal community perhaps at 5pm on a Friday, but overall I suspect the freedom to arrange your day is quite appealing for many.
For businesses the loss of visibility on team activity will be interesting. How will bosses cope with not seeing the busy ants outside their office? Will they be content that out there, somewhere unseen, someone is doing something great without being distracted or micro-managed.
Will we switch from paying for people's attendance and attention to actually value their potential, production and contribution.
It is much easier said than done. It requires a new style of Coaching Leadership and a new style of "employment". Perhaps instead of measuring tasks, production and profit we encourage people, performance and outcome.
John Adair talked about the alignment of organisation, person and task. Perhaps now we need to think about the alignment of self, family, community and organisation? Perhaps Ikigai hints at what should be the SMART Goals of organisations
I read a lot and am currently reading In the Plex: How Google Thinks, Works, and Shapes Our Lives
I an impressed by the impact of Montessori education on the founders and wonder if we can take this an apply it in the work-place. Without doubt there are a lot of things that we can learn from Google, and perhaps a few we should avoid, but I do believe there is a need to better benefit from the talent of people.
In a previous article I wrote that I think we would benefit from our leaders becoming more like tribal elders, there to share knowledge and encourage others to collaborate rather than to guide or direct.
How we engage, encourage, reward and measure people is key. Maybe now is a good time to think about a new score-card for our people and purpose.
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In the Plex: How Google Thinks, Works, and Shapes Our Lives
Leaders becoming more like tribal elders
Sunday, 31 May 2020
This is a great article... In A Post-COVID World The Manager Is The Weak Link
The key factors for me are when the number of remote workers climbs past 50% fundamental changes to the nature of work become necessary and I suspect (I hope) people will increasingly be paid for what they achieve rather than their attendance at an office.
Unlike the author who feels we should be ‘Ending Our Obsession With Leadership’ I think leadership is still important, but it is a different kind of community leadership that brings diverse people (in remote locations) to a task rather than the employer-employee relationship that exists when you sit outside the bosses office.
This shift is already happening in Projects where instead of a Project Manager directing tasks for a project with clear time, budget, people and deliverables we have Scrum Managers supporting teams to identify and deliver products that add value in an environment of uncertainty and change.
I think we would benefit from our leaders becoming more like tribal elders, there to share knowledge and encourage others to collaborate rather than to guide or direct.
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If you are interested in facilitating change, get in touch.
Sunday, 17 May 2020
We are working with a technology business to review, improve and document their key processes.
Taking a coach-facilitator approach we had a series of meetings to document process and the create an interactive tool which allowed them to ‘click’ on a process map and access further documentation including service and training records.
The key outcomes included better coordination and understanding within the team and a clear, consistent and communicated approach for key processes.
The key benefits include improved morale within the team (everyone knows what they are doing) and better appreciation of the procedure by customers/clients (confidence that the process will deliver the result).
We are working with a commercial business to discuss, define, document and communicate their service delivery strategy. They are a large business providing standard (desktop) and specialist (bespoke App) services to different areas of the business.
Working with our Sponsor and identified stakeholders we noted all business activities and their critical systems, as well as service, support and training needs. We then facilitated a discussion on priority levels, service standards and knowledge management necessary to meet the needs of the business.
The key outcomes include clarity on roles, goals, reporting and controls as well as a roadmap and budget for systems maintenance, support and renewal.
The key benefits include improved service delivery through improved prioritisation and allocation of resources, as well as better supplier and contract management. The overall benefits for the organization include faster, cheaper or better products and services for customers.
We are working with a commercial business to create a performance dashboard of their key activities.
Working with our Sponsor and identified stakeholders we have identified service expectations (needs) and key performance indicators (measures) and set-up the reporting tools (database) and habits (logging information) to be able to produce daily, weekly, monthly and quarterly reports for the team, department and business.
The key outcomes include better alignment of resources to key priorities for the business and an improved understanding of workload and issues. Timely reporting accelerated action greatly helps the kaizen process of continuous improvement.
The overall benefits include consensus on priorities and an improved collaborative focus on team outcomes rather than individual inputs.