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Make that Change

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Most people need a good reason to do something new.

 

All they need is a flimsy excuse to not do something for the first time.

What excuses are you using to not make changes in the way you manage?

Social Entrepreneurship and how to miss the point!

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Thanks to Rob Greenland for bringing to my attention the development of the Leeds Sports Trust.

 

Leeds Sports Trust – Fit for the future
Leeds City Council has decided to transfer its sport and active recreation service into a Trust. The Trust will be a ‘not for profit’ charitable business with a strong social purpose agreed with the council and approved by the Charities Commissioners.

The prime motivator behind this re-structuring appears to be some VAT regulation that means as a Trust the whole empire can save some VAT.

However, the real prize of developing a Trust of this kind is the possibility of developing  an inspired, engaged group of employees who are able to take real ownership of the development of the Trust and the role it can play in the City.

The opportunity to develop a culture of ambitious social enterprise is the high value prize here – not the exploitation of an accounting loophole to re-coup some VAT.

Choosing a Strategy – The Big Leap Forward or Tiny Steps?

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Choose Your Way Forward

Every organisation is looking to improve the effectiveness and the efficiency of its operations. We are all looking for ways to make progress.

The Big Leap

Most of the time organisations go for a ‘big leap’ strategy. They choose a framework or mental model to hang their change efforts on (swot, lean thinking, systems thinking, balanced scorecard, 6 sigma, quality models etc) and then go through a process of ‘strategic planning’ followed by an implementation phase when employees are ‘engaged’ to make change happen.

They plan the jump, build the ramp and then open the throttle. This is by far the preferred choice of most organisations and some of them manage to make the leap.

The Tiny Steps

This is a much more unusual strategy for making progress. The first step in making this work is getting every one in the organisation crystal clear on what the organisation exists to do and how they can contribute. This is where third sector/social change organisations have a real advantage over the profit chasers because of the potential that lies in giving people the chance to make a real difference in society.

The second step is about talking to employees one-on-one every week – about what they have done, what they are going to do and how they can build their contribution in the future. Working with simple management tools including feedback, coaching and delegation these one to ones provide the vehicle for continually keeping everyone ‘aligned’ and contributing to the organisation. Every week it provides an opportunity to coach, improve and delegate. And these processes generate progress and change through a series of tiny steps. Every employee growing their contribution – every week. Week by week, person by person progress is made.

This ‘Tiny Steps’ strategy is a pretty rare choice for organisations to take. It does not rely on gurus or consultants to make it work. It does not need to be underpinned by advanced training – it requires time, commitment and discipline. It requires great management – not great theory.

So choose your way forward with care.

“Twas Ever Thus”

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“First organise the near at hand, then organise the far removed.
First organise the inner, then organise the outer.
First organise the basic, then organise the derivative
First organise the strong, then organise the weak.
First organise the great, then organise the small.
First organise yourself, then organise others”.

General Zhuge Liang

Zhuge Liang (181 – 234) was one of the greatest Chinese strategists, as well as a statesman, engineer, scholar, and inventor. His name has become synonymous with intelligence and tactics in Chinese culture.

Key Issues for Progressive Managers

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In a great post Jonathon Farrington reminds us that management:

Takes time – you cannot get so bound up in your own workload that you skimp on time you should spend with others – are you spending enough time on helping others to do great work?

Takes effort – it is challenge, there are no magic formulae or quick fixes that will do the job for you – you need to influence frequently, consistently and with a strong working relationship with your team members of you are to manage a team to high performance.

Needs thought – the obvious or immediate answer may not be best, things may well need research, analysis and thinking through – the short term answer dealing with the immediate presenting problem is rarely enough.

Is not a solo effort – seek and take advice from where you can, including your own staff

Is a process of helping others to be self-sufficient – this implies trust and that management works best when you take a positive view of what people can do

Is based on good, regular and open communication

Becomes self-sustaining when it works –  if people find your management helpful (to the job, the organisation and to them) then they will support it and support you

At its best management is not what you do to people but the process of how you influence them to improve their performance.

Management success comes down to a considered approach. It is about routine, consistency and patience.