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| Talking tough, but... | July 2010 |
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Greetings!
...can they deliver?
It's a question being asked of the coalition, as they move from the big picture vision 'stuff' to the detail. It's tough making the decisions that back up the strategy - but without action, credibility becomes the issue.
Getting it right means people are more likely to understand where you're headed. An action plan, an ability to cut through the 'noise', and the resilience to manage the set-backs, helps make things happen.
So, this month is about acting on Change. Your first action is to read this newsletter, and see if anything strikes a chord...
As ever, please share your views on these and other opinions on our 'blog, and read our latest utterances on twitter. |
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Change Leadership
It's a tired truism that everyone is affected by change: yet it's also true that oftentimes it's not very well done. That's particularly so where change involves structure, reporting lines, or new processes.
The consequences can include: most times, dispirited staff; too many times, disaffected customers; and almost very time, frustrated leaders.
So. A couple of thoughts: one on approach; and one on a model which works well in defining responsibilities in organisational change.
- Communicate. Often. And both ways. Explain the need for change, and listen to those affected. Leaders (and this more a surprise to them more than their staff) do not always know what happens at the sharp end today, nor can they think through every consequence of change. Some can be surprisingly positive, and can help deal with implementation challenges. If staff are encouraged to share thoughts and influence - better decisions can be made by leaders;
- Commit. Few staff are convinced by leaders who can't agree amongst themselves, and fewer still if those in charge are not positive about the need for change, or the process being gone through. That is different from being gung-ho, though, because there's still a need to listen;
- Coach. Help those going through change adjust to their new circumstances. And because leaders don't know the impact of all that they plan, coaching can help those affected be more confident about expressing doubts and fears. Consequently, it's more likely that difficulties will be raised and necessary changes put into place. Before they're needed...
Helping people understand how they can help with change and related decisions is important, and the RAPID model developed (and trademarked) by Bain and Company is a hugely helpful tool. I was fortunate to work with both Marcia Blenko and Paul Rogers, and have seen it in action and used similar approaches.
It works. As does the RACI model outlined here. I know which I prefer...
For more details on how to manage change, please email or call 08448 484853. |
Managing change: projects
Project Management. Even the words can bring fear and paralysis. But they can also bring real opportunity for change, and very many people get excited by the prospect of doing things differently.
The challenge, of course, is doing it properly. And there are very many ways of making sure that your project stays on track - and several methodologies which help make that happen.
However, there are four essential steps to making sure any project has a higher than average chance of meeting your original objectives:
- Ensuring fully understood and agreed objectives - getting the right target;
- Starting it properly - defining how it will happen;
- Doing it effectively - and making it happen;
- Ending it efficiently - debriefing the project and leveraging the investment.
There is an overarching thought - it requires Project Management from project inception, rather than just the 'doing' phase. There is a real skill in making sure you have a good process of management, definition and control.
For more thoughts, and a deeper view of PM as an activity, see here. For a discussion on how we can help you run or save a project which has gone wrong, contact us here, or call us on 08448 484853. |
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Buncefield revisited...again
 Can it really be five years since the Buncefield explosion? Is it less than three months since the latest oil disaster erupted? To what extent do business leaders rely on crossing their fingers, rather than planning for disruption. And what happens to those who didn't prepare for unforeseen events, especially those out of their control...
This month's court decision, and fines of £10M for those businesses complicit in the cause of the disaster, brought back bitter memories for many people and businesses which suffered in the disaster. Only this morning a businessman told of businesses he knew which lost stock, debtor lists, customers and cash through not preparing for disaster. This report tells of 'homes and businesses destroyed...and communities shattered.
And the link to BP and Deepwater? In the case of Buncefield, an acknowledgement that 'risks were [not] managed effectively'; in the case of BP, allegations that risk factors were not properly assessed, and inadequate precautions taken.
How does this affect you, when these are multi-national conglomerates who should know better, and have the resources to cope? Precisely because they do have the resources...and others are less likely to have deep pockets to survive these incidents.
And for a brief summary of a business which didn't prepare, look here...
Call or email us to get details of how we can help you get your Business Continuity plans prepared - and look here for a free Self Assessment of your ability to survive. |
Big Society vision - big voluntary sector challenges!
There is one change which both the Conservatives and Liberal Democrats are keen on, which is the need to increasingly involve and invite the voluntary sector to help take responsibility for some of the more difficult societal problems faced by the country.
One flaw could quickly emerge as we head for the Comprehensive Spending Review announced for this autumn. If this sector is important to government, some thought needs to be given to how and whether many organisations have the capacity and/or capability to manage - particularly as they will be asked to take on more responsibility with less resource.
There are many charities and voluntary organisations supporting those less fortunate in some way, from major international and nationally based organisations such as the Red Cross, the RSPCA, or the one that Oakview supports, the NSPCC. There are a great many around which rely hugely on the goodwill and zeal of their supporters for income and management - and are perhaps less 'professionally' managed.
That might need to change! For example, we know of at least three organisations in need of stronger financial controls, or which require greater attention to the effective and economic means of delivering their services. Some we are mentoring through; others we know have other professionals helping. We are concerned about how many others might need help, and whether they can afford it...
The question is whether they have the capability and capacity to take on much more, with lower incomes than currently experienced. We've blogged about it here, and hope other more powerful voices take up this concern.
Before it's too late, and these organisations - and their dependents - suffer from trying to do more than they are able, and failing to deliver to the needed standards.
For more information, please contact us by email, or by calling 08448 484853. |
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