Why Do Process Improvement Initiatives Fail?
Many organizations have failed miserably in achieving their process improvement goals. Most of these failures occur because the organizations did not integrate their process improvement efforts with their management practices to achieve strategic business initiatives. As a result process improvement is pawned off to the quality department or some other staff functions.
A disciplined approach to process improvement prevents the catastrophic failure experienced by so many organizations. In a disciplined approach process improvement initiatives are targeted at improving those cross-functional processes that have the greatest impact on achieving strategic business objectives. These key processes involve a number of departments in the delivery of a product or service to the organization's customers. Successful process improvement initiatives recognize this horizontal flow of value creation and are structured accordingly.
Disciplined process improvement is what it takes to achieve positive business results. This means that work is accomplished and organizations succeed based on what occurs within key business processes. By linking strategic business goals, improvement efforts, and the business processes that most affect customers; process improvement does work, and some organizations do achieve results.
There are three basic reasons process improvement efforts miss the mark and do not accomplish critical business objectives.
1. They are not focused, meaning that process improvement is implemented erratically, with little regard for what is important.
2. Top management is not intimately involved in overseeing process improvement efforts. I call this the "bubble up" theory. Senior managers send employees to training, create a lot of teams, and wait for a host of ideas and improvements to bubble up. Top management think that process improvement, customer satisfaction, and cycle time will instinctively improve and that they will realize lower costs and higher profits. It does not work that way. Bubble up is all fizz and no discipline.
3. Some organizations have a vision, but lack the discipline or the focus necessary to make it a reality. Their process improvement efforts flounder because they do not:
- Focus on the key processes critical to achieving strategic goals
- Include top management in the selection process when identifying specific improvement projects
- Provide for regular senior management review to ensure that implementation produces both short-term and long-term results
The evidence is clear, a disciplined management-led approach is essential if process improvement initiatives are to succeed. The approach must be aimed at improving those vital few cross-functional business processes that result in a product or service for the organization's customers. Discipline is what differentiates championship athletes, dominant sports teams, and world class competitors. In the business organizations top management creates that discipline.
The important thing to realize is that those vital few or key business processes are the heart of the business. Identifying and improving them will in turn deliver dramatic improvements in product or service quality and the bottom line.
The As Is
If we lived in a perfect world, all employees would clearly understand their business processes, create their work, coordinate activities, manage the white space, be very proactive, quickly deliver products or services, and produce defect free work.
The world, however, is not perfect. Almost all organizations are structured and managed through functional departments (i.e. customer service, sales, marketing, operations, accounting, distribution, etc.). Such a functional structure effectively reduces a complex environment to manageable units. However, functional structures ignore the fact that products and services are delivered to customers through horizontal processes, that is, key business processes that cross functional department lines and require cooperation and collaboration from many departments.
In every organization, even if one department has primary responsibility for production, others play roles from marketing to distribution. That is the real world. Unfortunately, most organizations and most process improvement efforts labor under the false assumption that the world looks like the organization chart.
Today's customers are showing an increased willingness to challenge the inefficiencies and poor service of the functional approach. They are also rebelling against the costs associated with this approach. Work thrown over the wall at the functional transition points not only annoys and inconveniences the customer, but leads to a lot of rework. In fact, rework has been shown to chew up 30 to 50% of the total cost of doing business. Just as important is the impact on current and potential customers when products or services are late, defective, or too costly. It is important to understand that customers care about and react to the end product or service that is the sum of all the functional operations.
Yet over and over again in the workplace this concept is lost. Engineering worries about engineering, sales worries about sales, purchasing guards its territory. Manufacturing merely makes widgets. Customer service fixes problems, and management executes plans or people, depending on how it goes. Now and then everything comes together. All too often, however, everything falls apart, and customers lose. When the customers lose, the business loses them.
The Should Be
Disciplined process improvement emphasis is on managing key business processes across the organization. In other words, managing cross-functional processes rather than taking a functional approach that matches the organization chart.
Further, disciplined process improvement takes the responsibility for process improvement out of the quality department or other staff functions and puts it in the lap of top management. Disciplined process improvement requires that senior managers get committed and stay committed if they want sustained results. It puts the manager where he or she belongs: in the strategic leadership role. Management defines the organization's strategic goals and identifies the key business processes. Management selects the process improvement strategies and projects and regularly monitors progress to ensure the key business processes are structured and managed so as to achieve the organization's strategic goals.
Management does not sit around deliberating what went wrong with the process improvement effort or why it works in other organizations. Process improvement has only worked in organizations when senior management was committed.
Why The Emphasis On Discipline?
Disciplined process improvement does produce results. Refining your process improvement efforts by defining the key business processes that deliver products or services to your customers enables you to determine metrics that are important for creating things that the customer value. Using a disciplined approach will also help you overcome the common barriers to process improvement:
- Barrier #1: People dislike being measured: One of the secrets to getting better, making improvements, and increasing customer satisfaction is to realize that your employees don't like being measured. Typically, when companies measure their employees' work or productivity, they use the information to blame employees or point out their mistakes. While key metrics in the organization can indeed be useful, you need to use the metrics you uncover to identify how the processes or systems you have in place fail, not how your people fail.
Therefore, look at what you're measuring and decide if it is providing useful information. Is what you're measuring addressing what your customers value? After this analysis, you might need to totally change your current metrics. Or you might find that your metrics are correct, but the information is used to blame your people-blame your process instead, and then fix the process.
- Barrier #2: The "hero" complex: Sometimes managers think they know all the right answers. These "heroes" (and heroines) of the organization think they're golden. They don't want to be driven in a direction to improve because they think they're doing a great job already. They believe they're great managers and don't need to change. To them, changing something is an admission that something they did or implemented didn't work. These are the people who truly prevent an organization from moving forward.
All companies need new or revitalized processes, approaches, and techniques to find the hidden treasure in the organization. Help them realize that the golden opportunities are already there in the business-they just have to broaden their perspective to see these opportunities.
- Barrier #3: Getting collaboration between achievers and problem solvers: You can group all of your employees into one of two categories: Achievers or Problem Solvers. To identify the Achievers and Problem Solvers in your company, ask people two simple questions: 1) What is important to you about your work? And 2) Why is that important? Let's suppose you ask everyone the first question and they all answer that serving the customer is important. When you ask them why that's important, Achievers will give answers like, "We get more business," "We improve the bottom line," and "We increase market share." To them, it's all about achieving and what they get. Problem Solvers will give answers like, "We avoid having irate customers on the phone," "We don't have as many complaints," and "We don't have to do rework." To them, it's all about avoiding pain. Once you know which category everyone fits into, you can bridge the gap between the two mindsets so everyone works together effectively to improve your processes.
Conclusion
As your organization continue to grow and change, it is important to understand that some of the processes that worked well in the past may be ineffective in today's rapidly changing environment. The stakes are high and the challenge is clear: you must continue to improve your processes to remain competitive. By improving processes, you improve results.
Successful process improvement efforts must be integrated with management practices to achieve strategic business objectives. It is a disciplined approach that will help you discover new opportunities, reach top performance, and quickly increase customer satisfaction. Give it a chance. Once you realize what disciplined process improvement can do for your organization, you won't give it up. It is a habit forming endeavor that will transform your organization.
Thursday, November 18, 2010
Evolution Training
If you are part of an organization, you will notice that the organization might sometimes change as it grows. This evolution can either be large scale or only incorporate small changes. With a dynamic and volatile economic climate, it is necessary for all organizations to update themselves with changing times. However, preparing your business for evolution can be intimidating if not challenging. You can tap on business evolution training services to help you benefit when considering implementing changes to your business. See how you can benefit from training that will aid you in your business evolution practices.
Training allows you to grow personally
When you receive business evolution training, you are first made aware about how to gain knowledge and grow personally. Once you are able to implement changes to yourself and evolve as a leader or superior, your business will naturally evolve such that it reflects the evolution that is evident in you. Therefore, training directs your attention to yourself before looking outwards. So, if you want your business to grow, training will equip you with skills to first work on yourself.
Rediscover passion and focus shift
Many business owners set up businesses not only for financial reasons but also as a means of expressing themselves and fulfilling their desires. Therefore, if these people lose the passion to perform or excel in what they do, this lack of passion will reflect on their business. Training will therefore allow business owners to rediscover the passion they have for their business and revisit the reasons they set up the business in the first place. This way, business owners will be able to shift your focus to the business once again and work on the business with all heart and might. Such renewed passion will be beneficial in business evolution.
Learning from prior evolutions
Business evolution training will allow you to gain knowledge from evolutions that have previously taken place in your business. Instead of forgetting about the lessons learned along the way during previous evolutions, training will shift your focus to those lessons once again. This way you will be ahead of yourself as you apply the lessons previously learned to the new challenges you face.
Training allows you to grow personally
When you receive business evolution training, you are first made aware about how to gain knowledge and grow personally. Once you are able to implement changes to yourself and evolve as a leader or superior, your business will naturally evolve such that it reflects the evolution that is evident in you. Therefore, training directs your attention to yourself before looking outwards. So, if you want your business to grow, training will equip you with skills to first work on yourself.
Rediscover passion and focus shift
Many business owners set up businesses not only for financial reasons but also as a means of expressing themselves and fulfilling their desires. Therefore, if these people lose the passion to perform or excel in what they do, this lack of passion will reflect on their business. Training will therefore allow business owners to rediscover the passion they have for their business and revisit the reasons they set up the business in the first place. This way, business owners will be able to shift your focus to the business once again and work on the business with all heart and might. Such renewed passion will be beneficial in business evolution.
Learning from prior evolutions
Business evolution training will allow you to gain knowledge from evolutions that have previously taken place in your business. Instead of forgetting about the lessons learned along the way during previous evolutions, training will shift your focus to those lessons once again. This way you will be ahead of yourself as you apply the lessons previously learned to the new challenges you face.
Organizational Culture
Every organization builds itself by first establishing its own culture. This culture gets shaped as the organization deals with and overcomes external and internal challenges. Once the organization is successfully able to overcome these challenges, reaping success, the values built along the way are retained. Let us now see how effective changes in a company can be established.
Founders' Values
An effective culture is created through the history it brings with it. The company's culture is first established during its early years through the values held by its founders and the vision they have for the future of the organization. The entrepreneurs who establish the business should clearly lay out the organization's rules, structure of the company and decide on the people they want to work with them. These founder values will then become part of the corporate culture, which in turn helps the organization to succeed. Once these values have been established, they can be passed on to new members within the organization so that everyone is aware about how to best increase the success of the organization.
Industry Demands
Effective organizations can also be created through taking into account industry demands. Companies within the same industry can have very different cultures. Nonetheless, at the same time, industry demands can act as a compelling factor for them to develop some similarities. For instance, companies within the high-tech industry are likely to all have innovative cultures and those within the non-profit arena will be people-centered. As such, an effective change needs to be created by adhering to industry demands that may need companies to adopt certain practices, which inevitably forms a part of the corporate culture. As such, an organizational culture can only be effective if it adjusts to the industry.
Founders' Values
An effective culture is created through the history it brings with it. The company's culture is first established during its early years through the values held by its founders and the vision they have for the future of the organization. The entrepreneurs who establish the business should clearly lay out the organization's rules, structure of the company and decide on the people they want to work with them. These founder values will then become part of the corporate culture, which in turn helps the organization to succeed. Once these values have been established, they can be passed on to new members within the organization so that everyone is aware about how to best increase the success of the organization.
Industry Demands
Effective organizations can also be created through taking into account industry demands. Companies within the same industry can have very different cultures. Nonetheless, at the same time, industry demands can act as a compelling factor for them to develop some similarities. For instance, companies within the high-tech industry are likely to all have innovative cultures and those within the non-profit arena will be people-centered. As such, an effective change needs to be created by adhering to industry demands that may need companies to adopt certain practices, which inevitably forms a part of the corporate culture. As such, an organizational culture can only be effective if it adjusts to the industry.
Friday, May 7, 2010
Business Succession
The real secret to succession planning is to think beyond a person as successor and think of the business transforming. Evolution is a better framework to think of an organization. We know humans die...organizations can live...if they chose to evolve. A great way to focus on succession planning is to think beyond the individual and frame the discussion on the organization. Here are 4 tips to begin succession planning.
1. Decide what the organization stands for. If it's not clear, then you've discovered one of the first issues to work on. Today all sorts of words are used to formalize this, but the simple and honest answer is what in the world your purpose is. What difference do you make in the lives of customers? What difference do you make in the lives of employees? Search for why the business exists. You may be lucky to still have the founder of the business. Founders are a treasure of soulful purposes why the business started and exists. If you're talking about profit, sales and customers. Try again. A powerful example we share is words from our founders..."to provide, life, liberty and the pursuit of happiness." Search for the words which make you shudder.
2. Make clear what you wish to protect. Succession planning is about choice. If the company were to lose all the assets today...no brick and mortar. What is left? People, values, purpose. Of course the easy and no brain-er is protect assets, protect money. But is that really the answer? You should quake a bit when you've discovered what you wish to protect. Is it honesty, courage, integrity, responsibility? Move over to the soulful side and you'll protect the most important.
3. Assess what's missing now. Before beginning with the job posting, stop and think what is missing? Go deeper and think about what it feels to work in the organization. If you've honestly answered the first two questions, it is very clear what is missing. Beware, profits, sales, efficiency measures are economic measures and only lagging indicators of how the job is getting done. If people are engaged, energized, honest and creative...the economics follow. If economics are struggling. It's the organizational culture.
1. Decide what the organization stands for. If it's not clear, then you've discovered one of the first issues to work on. Today all sorts of words are used to formalize this, but the simple and honest answer is what in the world your purpose is. What difference do you make in the lives of customers? What difference do you make in the lives of employees? Search for why the business exists. You may be lucky to still have the founder of the business. Founders are a treasure of soulful purposes why the business started and exists. If you're talking about profit, sales and customers. Try again. A powerful example we share is words from our founders..."to provide, life, liberty and the pursuit of happiness." Search for the words which make you shudder.
2. Make clear what you wish to protect. Succession planning is about choice. If the company were to lose all the assets today...no brick and mortar. What is left? People, values, purpose. Of course the easy and no brain-er is protect assets, protect money. But is that really the answer? You should quake a bit when you've discovered what you wish to protect. Is it honesty, courage, integrity, responsibility? Move over to the soulful side and you'll protect the most important.
3. Assess what's missing now. Before beginning with the job posting, stop and think what is missing? Go deeper and think about what it feels to work in the organization. If you've honestly answered the first two questions, it is very clear what is missing. Beware, profits, sales, efficiency measures are economic measures and only lagging indicators of how the job is getting done. If people are engaged, energized, honest and creative...the economics follow. If economics are struggling. It's the organizational culture.
Biggest Mistake
The biggest mistake leadership makes is when culture is dismissed as the "touchy relationship stuff" and therefore doesn't really matter. After all, leadership has largely focused on the economic equation to lead a business. There are times when focus is dominated by profits, sales, employee count, and efficiency. Economics almost always is the lagging indicator of what happened. Economics are important, but we have learned is harmful to employees and customers if organizational culture is not weighted equally. The one thing people don't realize is economics is without morality. AIG could proxy for arrogance, greed and incompetence.
If you're not convinced, define the purpose of your family only in economic terms. The spouse contributes x $; the kids contribute x $...don't forget grandma. What does she contribute? Where did joy, happiness, making a difference, personal accountability fit?
Maybe your family is perfectly happy, joyful, feeling warm closeness and knows they are making a difference if you are only connected by money. I doubt it. People are not innate machines. Motivation is a sense of self worth and greater purpose. Otherwise, for what reason would we visit our parents or kids?
Businesses are living organisms. They are living, breathing, and growing when people are engaged and find a reason to stick around. Employees are looking for reasons to be loyal. Wise leaders know those reasons are hidden within the personality ---the culture---of the organization.
One more thing most leaders don't know about changing the organizational culture. Courage to be honest creates an ease and rhythm to keep going. Trust follows honesty and a spark begins in the individuals. My personal advice is to think of the most memorable teacher you've had. Why did she make a difference in you?
If you're not convinced, define the purpose of your family only in economic terms. The spouse contributes x $; the kids contribute x $...don't forget grandma. What does she contribute? Where did joy, happiness, making a difference, personal accountability fit?
Maybe your family is perfectly happy, joyful, feeling warm closeness and knows they are making a difference if you are only connected by money. I doubt it. People are not innate machines. Motivation is a sense of self worth and greater purpose. Otherwise, for what reason would we visit our parents or kids?
Businesses are living organisms. They are living, breathing, and growing when people are engaged and find a reason to stick around. Employees are looking for reasons to be loyal. Wise leaders know those reasons are hidden within the personality ---the culture---of the organization.
One more thing most leaders don't know about changing the organizational culture. Courage to be honest creates an ease and rhythm to keep going. Trust follows honesty and a spark begins in the individuals. My personal advice is to think of the most memorable teacher you've had. Why did she make a difference in you?
Sweet Magic
In recent articles we've written about how organizational culture is the underpinning of a healthy company or group. One key component is leading with courage. The downside thinking of only one value, or belief is you could limit your growth and understanding. Culture is the composite...the full meal deal...of the organizations personality. Look through the window at just one slice of culture. Wouldn't it be wonderful if we could adjust our personality with an injection of just the right values and beliefs at the right time? Ideally, it sounds like Dorothy and her three companions in the Wizard of Oz.
The honest secret to fixing leadership is a personal choice for each of us. If you only have time for one leadership adjustment, I'd choose courage.
Courage is the choice to stand up for something.
Do you understand the kind of courage required of your 5 year old little girl to ride the big yellow school bus on her first day of school? Can you get your mind around the kind of courage to leave your safe surroundings with mom and dad, so you can go to school? Can you comprehend the fear of all the unknowns she would face that first day...heck that first year? Yet, powerful acts of courage occur every day just like the little girl's courage to decide.
Leaders roil in the world of Oz searching for that single process, structure, tactic...hoping to get a glimpse behind the curtain. I've known many leaders who play the game hoping the music doesn't quit playing. I know the urge to give in to despair. Everyone faces the same dilemma when stripped to humility at some time.
It may sound silly to visualize the Wizard of Oz. But the world is an epidemic of cowardly lions fearful of simply standing for something. That's why civilizations fail. That's why countries fail and often why organizations fail.
An easy way to know what you stand for is a personal "I believe test." It's almost like being a pastor. Seriously. Think of Franklin, Jefferson and Washington...powerful models of courage. Their work and words are an inspirational story of courage and is the bond which holds a democracy together.
"I believe that all men are created equal."
Test your own I believe questions. Take a peek behind the curtain. Don't think...let your subconscious guide you. I believe...honesty is...courage is...humility is...responsibility is...kindness is.... I believe my legacy is....be still through the silence and have the courage to write down what floats into your mind.
We live inside a box of political correctness and suit talk, spared the duty to honestly chose what we stand for. The more you grab the power to chose, the more likely courage will emerge and joy is just over the horizon.
The honest secret to fixing leadership is a personal choice for each of us. If you only have time for one leadership adjustment, I'd choose courage.
Courage is the choice to stand up for something.
Do you understand the kind of courage required of your 5 year old little girl to ride the big yellow school bus on her first day of school? Can you get your mind around the kind of courage to leave your safe surroundings with mom and dad, so you can go to school? Can you comprehend the fear of all the unknowns she would face that first day...heck that first year? Yet, powerful acts of courage occur every day just like the little girl's courage to decide.
Leaders roil in the world of Oz searching for that single process, structure, tactic...hoping to get a glimpse behind the curtain. I've known many leaders who play the game hoping the music doesn't quit playing. I know the urge to give in to despair. Everyone faces the same dilemma when stripped to humility at some time.
It may sound silly to visualize the Wizard of Oz. But the world is an epidemic of cowardly lions fearful of simply standing for something. That's why civilizations fail. That's why countries fail and often why organizations fail.
An easy way to know what you stand for is a personal "I believe test." It's almost like being a pastor. Seriously. Think of Franklin, Jefferson and Washington...powerful models of courage. Their work and words are an inspirational story of courage and is the bond which holds a democracy together.
"I believe that all men are created equal."
Test your own I believe questions. Take a peek behind the curtain. Don't think...let your subconscious guide you. I believe...honesty is...courage is...humility is...responsibility is...kindness is.... I believe my legacy is....be still through the silence and have the courage to write down what floats into your mind.
We live inside a box of political correctness and suit talk, spared the duty to honestly chose what we stand for. The more you grab the power to chose, the more likely courage will emerge and joy is just over the horizon.
Mistakes to Avoid
Leading organizational change is the hot topic today in managers forums. However, if you jump without doing your homework, it can do more damage than good. In this context organizational change may begin with the secretary or the CEO. Here are 3 costly mistakes to avoid when considering organizational change.
1. Dismissing the pain. There so many people feeling pain in organizations. From the CEO down to the janitor, people feel the pain of "things not feeling right." Most don't say anything as long as the pain isn't obvious. I suggest you do not ignore your own personal pain. If your pain is increasing in terms of fear of where the company is going and where you fit, almost always the pain will cost you something.
2. Not telling those who can help. This is the most common mistake of individuals today. They think they are alone and don't need to tell those who can help. Besides they wonder if these times are so unique that no else knows. Also they may have little trust given all that has happened. You need to be very clear about how you feel and your needs. And you need to reach out to those you trust and who care the most about you. Your pain is personal to you. This is private and sharing may feel vulnerable. For your own benefit, share with those who may be able to help. If you're the CEO, perhaps it's another CEO or friend, or trusted source with experience in these things. If you're the janitor, maybe it's your best friend, or boss.
3. Not being honest with the cost of the pain. No matter how much you trust others, few if any will feel the same pain as you. Pain always translates into cost. For example if your pain is weak sales, profit or recent audit exam, or wondering if the company will close your pain is costing the company and you something. Measure it. Please don't dismiss this pain if you're feeling a disconnect with your boss, the board, other employees, customers. Be honest with how you feel. This pain is your best description of the organizational change needed. Long before the pain, things were going wrong. And long after the numbers and facts are changing, the pain will linger unless sustainable culture change happens.
1. Dismissing the pain. There so many people feeling pain in organizations. From the CEO down to the janitor, people feel the pain of "things not feeling right." Most don't say anything as long as the pain isn't obvious. I suggest you do not ignore your own personal pain. If your pain is increasing in terms of fear of where the company is going and where you fit, almost always the pain will cost you something.
2. Not telling those who can help. This is the most common mistake of individuals today. They think they are alone and don't need to tell those who can help. Besides they wonder if these times are so unique that no else knows. Also they may have little trust given all that has happened. You need to be very clear about how you feel and your needs. And you need to reach out to those you trust and who care the most about you. Your pain is personal to you. This is private and sharing may feel vulnerable. For your own benefit, share with those who may be able to help. If you're the CEO, perhaps it's another CEO or friend, or trusted source with experience in these things. If you're the janitor, maybe it's your best friend, or boss.
3. Not being honest with the cost of the pain. No matter how much you trust others, few if any will feel the same pain as you. Pain always translates into cost. For example if your pain is weak sales, profit or recent audit exam, or wondering if the company will close your pain is costing the company and you something. Measure it. Please don't dismiss this pain if you're feeling a disconnect with your boss, the board, other employees, customers. Be honest with how you feel. This pain is your best description of the organizational change needed. Long before the pain, things were going wrong. And long after the numbers and facts are changing, the pain will linger unless sustainable culture change happens.
Organizational Culture
Do you want your employees to pay attention to you and what you say? Do you want them to trust you and leave a lasting mark in their minds what you stand for? Do you want your employees to talk well of the organization and feel good about the company? These can happen if you offer them honest information about what is "personal to each of them"? Personal is different for most, but almost everyone is interested in job security, return on 401k, retirement plans. Here's how you can do that:
1. Go with topics which interest them. Put yourself in the others shoes. How might feel if you're 29yr old, or 39 yr., or 59, or 65 and working? If the group is mixed as the workforce is, then I suggest you include the same mix as your workforce. Ask them what they liked to hear about job security, 401k, and retirement plans.
2. Provide complete information. Feeding your employees with as much in depth, complete information will increase their trust of you and the company. For example on the topic of retirement share recent information, such as, nearly ½ of Americans have less than $10,000 in retirement savings and 27% had less than $1,000. Or share that 30% over 65 years old plan on working. It will dramatically help if you do extensive research and become well versed and researched on the issues which are "personal to each of them."
3. Have fun with employees. Spice up the presentation and topic. Being honest and a bit of change up in the discussion can increase trust on personal issues. Add pertinent stories of success. Ask the employees for the wildest...most creative...most innovative things they feel would help employees through this.
4. Keep it short and simple. There is a reason why most church services are only 60 minutes, or the pastor's sermon is most inspiring when its unique, makes you smile...and is short.
Soften your culture by taking on the most personal issues with honesty, being unique and fun.
1. Go with topics which interest them. Put yourself in the others shoes. How might feel if you're 29yr old, or 39 yr., or 59, or 65 and working? If the group is mixed as the workforce is, then I suggest you include the same mix as your workforce. Ask them what they liked to hear about job security, 401k, and retirement plans.
2. Provide complete information. Feeding your employees with as much in depth, complete information will increase their trust of you and the company. For example on the topic of retirement share recent information, such as, nearly ½ of Americans have less than $10,000 in retirement savings and 27% had less than $1,000. Or share that 30% over 65 years old plan on working. It will dramatically help if you do extensive research and become well versed and researched on the issues which are "personal to each of them."
3. Have fun with employees. Spice up the presentation and topic. Being honest and a bit of change up in the discussion can increase trust on personal issues. Add pertinent stories of success. Ask the employees for the wildest...most creative...most innovative things they feel would help employees through this.
4. Keep it short and simple. There is a reason why most church services are only 60 minutes, or the pastor's sermon is most inspiring when its unique, makes you smile...and is short.
Soften your culture by taking on the most personal issues with honesty, being unique and fun.
Culture Change
1. Learn from the experts. Before you start freewheeling on culture change, I'd recommend that you read about great cultures that are thriving today. Make sure you pay attention to every nuance and bit of information you learn. Experts in the area of culture change are very few today, because the most powerful business driver the past 30 years has been economy of scale, critical mass, size, market domination. Let's be clear there is nothing in those definitions about culture. Those are economic indicators. I'd recommend you look for organizations which people are excited, happy, work hard and finding joy in what they do.
2. Know your audience. Make time to know and understand the audience. If you're speaking to employees, you need to know their names, what they do, what they're contributing, and what is personal to them. That is really tough when focus has been largely economic. Pay attention to the words they use which gives them happiness in work and what really bugs them. These will give you a sense of the level of trust, motivation or interest.
3. Offer new information. As much as you can, research new ways to bring life to the culture change topic. If you can share stories of great cultures you're on the right path. And share new information how culture truly affects employee performance and happiness. Share the Gallup survey information which is very powerful and factually describes the benefits of engagement.
4. Don't wait till the end for the best. As all of us know with cell phones, blackberries, I-pods and all the technology, most have very little patience for old "suit talk", old drama. For example...don't wait till the end with this. "I want to share, that I understand it doesn't always feel good to work here. I believe you deserve better. I apologize. Today, I'm reaching out to begin changing how it feels to work here. I'd like each of you to write 5 things we do which don't serve the employees well. Also, write down 5 things we could do which would be cost neutral but make this place feel better to you. " This is a great start.
5. Use uniqueness. Create some uncertainty with this meeting being different. Not just a flavor of the day uniqueness, but words rooted in honesty and things you believe in.
2. Know your audience. Make time to know and understand the audience. If you're speaking to employees, you need to know their names, what they do, what they're contributing, and what is personal to them. That is really tough when focus has been largely economic. Pay attention to the words they use which gives them happiness in work and what really bugs them. These will give you a sense of the level of trust, motivation or interest.
3. Offer new information. As much as you can, research new ways to bring life to the culture change topic. If you can share stories of great cultures you're on the right path. And share new information how culture truly affects employee performance and happiness. Share the Gallup survey information which is very powerful and factually describes the benefits of engagement.
4. Don't wait till the end for the best. As all of us know with cell phones, blackberries, I-pods and all the technology, most have very little patience for old "suit talk", old drama. For example...don't wait till the end with this. "I want to share, that I understand it doesn't always feel good to work here. I believe you deserve better. I apologize. Today, I'm reaching out to begin changing how it feels to work here. I'd like each of you to write 5 things we do which don't serve the employees well. Also, write down 5 things we could do which would be cost neutral but make this place feel better to you. " This is a great start.
5. Use uniqueness. Create some uncertainty with this meeting being different. Not just a flavor of the day uniqueness, but words rooted in honesty and things you believe in.
Determines Their Success
Change management is a field that has grown significantly over the last 10 years. CM is actually the process of "inducing" change and than managing the process until completion. Identifying the need for the change at the right time is one of the most difficult things about this process. However, assuming that it has been identified correctly and opportunely, how does one ensure its success?
There are many theories regarding CM and how to do it. The literature keeps on coming up with more. One good methodology is the ADKAR model. This model identifies 5 areas of concentration for change management to be effective. The areas are Awareness, Desire, Knowledge, Ability and Reinforcement (there is ample literature on this model readily available). This is a good model to research.
In my experience, having directed numerous large-scale change management projects, the true keys to success are Awareness and Willingness. Spending the resources and time on these two areas will ensure ultimate success in the whole program. So what do I mean by awareness and willingness. Awareness is the concentrated effort on behalf of companies to make their employees understand the "problem" and the "solution" that the CM program is trying to address. Effectively communicating this is paramount to compliance. Almost everyone is terrified of change of any kind, especially when it is not clearly understood and when the clear benefits or results from change are not explained.
While there are some aspects of any change program that can not be totally revealed, the basic premise, most often, can be shared. It is well worth the effort to communicate the end results desired to both employees and major stakeholders. Getting their awareness is crucial to achieving their willingness to comply.
Willingness to take on anything is a powerful energy that can propel and bring momentum to any program. In the case of CM it is a necessity. The more willing people are to take on change initiatives and go into the "new" unknown, the more likely are the programs going to succeed. "Buy-in" can be achieved by very specific ways:
a) create a confidential system where employees or stakeholders can bring up their concerns
b) address these concerns in a public forum regularly (either via newsletter, company meetings, webinars/teleseminars etc)
c) find specific ways to counter concerns with positive results that are worth the effort, the periods of uncertainty and discomfort.
Expending the necessary resources to develop awareness and willingness is a wise investment that will ultimately bring amazing results to any Change Management Program.
There are many theories regarding CM and how to do it. The literature keeps on coming up with more. One good methodology is the ADKAR model. This model identifies 5 areas of concentration for change management to be effective. The areas are Awareness, Desire, Knowledge, Ability and Reinforcement (there is ample literature on this model readily available). This is a good model to research.
In my experience, having directed numerous large-scale change management projects, the true keys to success are Awareness and Willingness. Spending the resources and time on these two areas will ensure ultimate success in the whole program. So what do I mean by awareness and willingness. Awareness is the concentrated effort on behalf of companies to make their employees understand the "problem" and the "solution" that the CM program is trying to address. Effectively communicating this is paramount to compliance. Almost everyone is terrified of change of any kind, especially when it is not clearly understood and when the clear benefits or results from change are not explained.
While there are some aspects of any change program that can not be totally revealed, the basic premise, most often, can be shared. It is well worth the effort to communicate the end results desired to both employees and major stakeholders. Getting their awareness is crucial to achieving their willingness to comply.
Willingness to take on anything is a powerful energy that can propel and bring momentum to any program. In the case of CM it is a necessity. The more willing people are to take on change initiatives and go into the "new" unknown, the more likely are the programs going to succeed. "Buy-in" can be achieved by very specific ways:
a) create a confidential system where employees or stakeholders can bring up their concerns
b) address these concerns in a public forum regularly (either via newsletter, company meetings, webinars/teleseminars etc)
c) find specific ways to counter concerns with positive results that are worth the effort, the periods of uncertainty and discomfort.
Expending the necessary resources to develop awareness and willingness is a wise investment that will ultimately bring amazing results to any Change Management Program.
Culture Guidelines
1. WIFM, what is in it for me? This is the only question your employees have in mind when they see culture on the agenda or in the strategic business plan. If you want people to sign up mentally, be open and join in the change, you had better offer a sweet enticing answer. Share the benefits that make their lives better when they join organizational culture.
2. Spill out the most important information at the beginning of the presentation. Employees are tired of suit talk. And companies need to create more reasons for employees to become loyal. I suggest you get the most explosive information about the culture changes at the start of the meeting.
3. Put your employees at ease. Your employees must not feel this is a "con" game or that you're better than them, even if you're a manager. Share the culture changes in easy to understand words and stories. Culture change isn't about money or profits in the short term. Culture change is "how it feels" to work at this organization. Beginning culture changes are as simple as being clear, kind and respectful with each other. Make it simple. We want to begin treating each other as if you're our best customer.
4. Play back. What is in it for me is unique and personal to every person on the planet. Ask at least two questions. What did you hear were the adjustments to our culture? What's the most important to you? Close the communication loop to ensure you know what is most important to others. Be open and non judgmental if any difference. Ask what is missing. Search for common ground.
2. Spill out the most important information at the beginning of the presentation. Employees are tired of suit talk. And companies need to create more reasons for employees to become loyal. I suggest you get the most explosive information about the culture changes at the start of the meeting.
3. Put your employees at ease. Your employees must not feel this is a "con" game or that you're better than them, even if you're a manager. Share the culture changes in easy to understand words and stories. Culture change isn't about money or profits in the short term. Culture change is "how it feels" to work at this organization. Beginning culture changes are as simple as being clear, kind and respectful with each other. Make it simple. We want to begin treating each other as if you're our best customer.
4. Play back. What is in it for me is unique and personal to every person on the planet. Ask at least two questions. What did you hear were the adjustments to our culture? What's the most important to you? Close the communication loop to ensure you know what is most important to others. Be open and non judgmental if any difference. Ask what is missing. Search for common ground.
Get Professionals
Let's face it, professionals generally don't like being told what to do. Unless they have personally thought up an idea for change, they can be very resistant to the idea of 'change'. It's interesting that when professionals freely choose the change - e.g. they think of it in the first place, they are not resistant to the change at all. Many a firm has instigated a new strategy, and spent considerable time and money to mobilise the weight of the firm behind the new strategy, only for the new strategy to fail - as many parts of the firm decided they would do what they always did.
Unfortunately, many firms' standard mechanism for change is to hold a big group meeting to announce the change, and what's going to happen. They then wonder why people are resisting the change... Often what happens in the meetings in the inevitable question and answer session, is that you get drawn into long and complicated debates on the rights or wrongs of following this course of action.
To initiate sustainable change in a professional practice, you need to change the conversations that people are having. So, what are the steps you need to go through to successfully initiate change within a professional services firm?
Any process starts with a 'call to action', as defined by John Kotter, in his excellent book, 'Leading Change' This is where you identify the pain and future problems your firm, team or group is going through if you maintain the status quo.
Then you need to start up your own 'viral marketing campaign' through the firm. This is where the formal and informal influencers have a conversation instigated by you, where you share the 'call to action' with them, in a way where they can see specifically how it affects them and their group. This conversation is ideally on a private one-on-one basis.
Professionals are generally highly intelligent people, and like to be part of the problem solving and decision making part of any proposed change. Therefore, the next stage of the process is to engage them in the solution. This only happens by soliciting and asking their opinion of what should happen next. Only after genuinely asking for other's counsel, can you safely offer your suggestions of a way forward.
The next step is key to gaining true to commitment for the change you are proposing - ask the person to help you in some small way, to move the change forward. It may be as simple as them asking a question in the next partner's meeting - but this small action will create another champion or advocate for your cause.
And then finally, you need to be specific about the role you want this person to play in your 'viral marketing campaign' - and share your role in the campaign. Then it is time to express your true appreciation.
Only when your conversations with the formal and informal influencers have happened, can you consider moving to a group meeting to share your plans for change.
Unfortunately, many firms' standard mechanism for change is to hold a big group meeting to announce the change, and what's going to happen. They then wonder why people are resisting the change... Often what happens in the meetings in the inevitable question and answer session, is that you get drawn into long and complicated debates on the rights or wrongs of following this course of action.
To initiate sustainable change in a professional practice, you need to change the conversations that people are having. So, what are the steps you need to go through to successfully initiate change within a professional services firm?
Any process starts with a 'call to action', as defined by John Kotter, in his excellent book, 'Leading Change' This is where you identify the pain and future problems your firm, team or group is going through if you maintain the status quo.
Then you need to start up your own 'viral marketing campaign' through the firm. This is where the formal and informal influencers have a conversation instigated by you, where you share the 'call to action' with them, in a way where they can see specifically how it affects them and their group. This conversation is ideally on a private one-on-one basis.
Professionals are generally highly intelligent people, and like to be part of the problem solving and decision making part of any proposed change. Therefore, the next stage of the process is to engage them in the solution. This only happens by soliciting and asking their opinion of what should happen next. Only after genuinely asking for other's counsel, can you safely offer your suggestions of a way forward.
The next step is key to gaining true to commitment for the change you are proposing - ask the person to help you in some small way, to move the change forward. It may be as simple as them asking a question in the next partner's meeting - but this small action will create another champion or advocate for your cause.
And then finally, you need to be specific about the role you want this person to play in your 'viral marketing campaign' - and share your role in the campaign. Then it is time to express your true appreciation.
Only when your conversations with the formal and informal influencers have happened, can you consider moving to a group meeting to share your plans for change.
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