Tag Archives: issues

I am Changing the Corporate Culture Come Hell or High Water!!!

1 Apr

The number one element of business survival in the very near future will be the ability to influence your own corporate culture.

This aspect some predict will become the life blood of all organisations in the near future others say it’s already becoming a critical indicator informing production and profit margins.

How farfetched an idea that corporate culture can make or break a company, really?

Maybe we should look at the bigger picture, and only then draw some distinctions that will inform us as to how close to home this will peg, if it is truly, or will become a reality beckoning.

Don’t compete with internal rivals, take the initiative with labour, lead them around by the nose, or they will you.  Make them irrelevant. Labour has a voice, but when this voice become a political one you are in for hard times. If you have internal rivalry from labour elements, then it’s time to take the bull by the horns, and shake some sense into him. When labour mobilizes and politicise issues, then it’s because they need leadership, and have take the intuitive from you, because of a lack of leadership. The signs and symptoms are really obvious; they will start threatening, then withholding service, and then demanding, intimidating and then open confrontation and even violence will ensue.

Easier said than done, or is it? Companies have long since engaged with employees in head to head engagements on wage for labour issues. Better working condition and other labour issues, to name but a few.  Since we have become unionised and labour rights inclined we have lost most of our grip on the employees, and have had to find alternative methods of getting the most out of our employees. This is not what this article is about, it’s about creating a sound, normative culture…that will serve both side well, labour and employer. But there needs to be a natural order, balance and respect in place before these action can take place.

This is a huge paradigm shift.

In order for this to happen we have to grip the organisation by the jugular; and create a new value curve. That will influence how we manage and influence corporate culture. We need to address a few points in order to be in a position to address corporate culture…

By examining the value curve we embrace;

  1. Reduce the factors that dictate the power balance between employer and employee;
    1. By looking at best practices
    2. Industry standard
    3. Mitigation of identified risk elements; strikes, layoffs, HIV aids, socio economic, political issues, and public transport etc internal and external influence, must be identified, prioritised, and address as best possible.
  2. Create the factors that will give us leverage and the initiative to deal with all aspects of labour.
    1. Enforce discipline as a matter of daily order and function – consistently and fairly
    2. Offer benefits no one else can equal
    3. Opportunities for growth
  3. Raise the standards and reward accordingly
    1. Incentives, overtime, bonuses, performance bonuses, time off etc
  4. Eliminate waist, and factors that contribute to friction
    1. Email and telephone abuse
    2. Late coming etc..
    3. None performers, slackers, bottom feeders
    4. Raise the bar – raise the pay grading
    5. Define what is a job well done
    6. What is expected and how will one be rewarded and appraised, on paper.

Creating a new value curve; emits new hope. People need hope to cope with the daily reality; they need to feel that they amount to something greater than them, and are part of its creation. The value curve creates focus on critical under currents that effect how culture in the company grows and flows, into production, and leadership.

Then no one can  ride management like a rodeo horse;

In order to break with tradition, you need to create focus; all employees must come face to face with their new reality, and start absorbing it and living it, one bump at a time. Don’t let anyone hypothesise and dramatize any aspect. You tell them how it is, will be, and has to be. No funny business. Then you surprise them and show them what can be done how to do it and how to get the results… face it people, seeing is believing.  Get them out of denial and onto solid ground, let them see their feet again, so that they know they can stand, on their own two feet, and walk, let alone run. What this implies is, let people solve their work station problems themselves; you have to give control here to get control at the higher tiers back – culture.  There is always a need to revise and review strategy – never get stuck in conformity. Even if we manage by statistic and statically everything is 100%, get down to the ground and gain the experience that inform the statistics to make sure it’s a true reflection…

It’s all about perception management; closing the gap between where we were, and where we want to be, takes effort. Labour is renowned for employing guerrilla tactics, and using their “wear them down strategies”, by stone-walling and delaying all forms of change and implantation, except as much.  These good initiatives, reasoning being people will lose their perceived power, as leaders and unions. Then all is lost they own us again… as i said; it’s all perception and denial…

In summary, take care of your “life blood”, your corporate culture, and play the political game, if not it might take care of you in unexpected and challenging ways…

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

High Performance Management; Myth or Reality?

1 Apr

With all the pressures of both internal and external influences, on leaders and management today it has become seemingly imposable a task to both lead, direct, manage, train, mentor and measure all in one day.

This lion cub has great potential but does he know, or care enough to develop it? Who’s going to show him the way?

Same with people, people and predators have much in common; we tend to want to fight our way towards our destiny, even at a subconscious level; we were all born to be great. However; we have become accustomed to corporate customs, culture and rituals of living in denial. That of the new corporate culture; where people walk around and share the bad tidings, like you would at a funeral; they talk about;

  • The problems they experience to further their careers…
  • How life has limited their expectations to become…
  • How they hope for a new leader to lead them…
  • How they wish things would change, so that they can change…

When good men do, and say nothing, evil spreads like wild fire…

High Performance managing what is it exactly?

Only with the right attitude and strategy can we ever hope to cope with the rituals that break us and tear us down daily. We are our own worst enemy. Most limitations are all self-imposed.

High performance management deals with performance issues; and how to get the highest levels of performance from all concerned, from the tea girl to the CEO. This brings me to the fundamental importance of the effects and impact of driving people to perform consistently and expecting even better and better results month after month. In order to do this we require the right mind set first.

It’s in the detail; it’s always how we look at performance that will define how we will measure it for ourselves and what outputs will become measurable, and how much it really matters that counts. We need to make sure it really matters before we pursue it. It could very well be that we are confusing issues of detail with performance. That it is better communication we need, or better conversions ratios, attention to detail, these are not performance issues.

A performance issue speaks to us on levels of self-discipline, and organisation and amount of effort.

So split the apples from the pears fist and see what really, truly needs fixing.

Performance issues can be corrected if it is a performance issues with mentoring; someone showing you the ropes. The main goal of directed mentoring is to pass over a manner of work and just the right amount of knowledge, so that the |operator| can operate effective and efficiently; it’s a natural law. Nature teaches its young how to become better and more proficient at what they do, because it is truly a battle of the fittest. By looking at my favourite, predators, they can be seen daily, being groomed and getting mentored, all in order to become giant’s and killers.

When you walk into a room of high-level cooperates, you can tell immediately who the giants are, and who their killers are, and just by the way they get treated with respect. The way people refer to them, the tone and manner they do it in, as well as engage with them. They have a power, and air about them…

Survival for the lion as a species pivots on their ability to mentor their young; care, direct and protect their pride, up until the time they are ready to be tested, how many of us can say we know , with an utmost certainty that we are ready to be tested? The lioness and her cubs represent a process of regenerating of future leaders of men. They don’t come into this life or corporations as giants, and “killers” – killer sales reps etc… No just like cubs they come without battle scars, innocent, and soft, even afraid still, with no experience, still lacking in confidence too.

We talk about business principles as if they really-really matter; ethics, moral, truth, trust, virtue, and principles etc…

What if we mentored people from the word go, and had they followed a “proper career path” what then? Would these attributes of good character not have been passed on?

Would we not then be duplicating what the lioness is teaching us, about natural processes and laws…?

No; we tend to want to message people’s soft hearts artificially, to get them to come to life miraculously, and then to perform, to become someone – this won’t be necessary if we subscribe to the principles of High Performance management.

How do we go about doing it right? Is a leadership conundrum.

Some prescribe to the school of thought that prescribes to- positive thinking, which as a norm only cultivate a little bit of this and then some of that, because I liked it. Yes LEADERSHIP IS UNDER severe PRESSURE, with all these verity’s of performance managing and training “solutions” available and served up all over; that truthfully speaking, in the end just makes for a great day in training, free food, and a chance to go home early. Its small instant victories, that make us feel good, that does very little long term for the organisation and or individual’s true growth.

We need to unpack our capacity training ideas and strategies, to see what they truly offer and how they can be built , serviced and aligned with the companies way of doing business, both ordinary and extra-ordinary( during times of change), just to add value…

Align what you have and where you are now, with what you need and where you want o be, not just a now fix, see it in the greater long term picture, and not focus on want first… needs need to be satisfied first. Prioritising is Key to analysing the gaps we need to bridge. Then only after this fact, can we add wants, all we want.

Core business functions and the management of it; is key to streamlining every undercurrent of mainstream business. It speeds up developments and turnaround time, when everyone can pick up a phone and make a proper call, or receive it, type, print, copy, paste and spell, and write a proper order, or memo.

File all this, and follow on protocol properly.  Then also handle communication mediums effectively and use office equipment proficiently…

Yes it’s that simple, high performance management become a reality at the point where the organisation meets its customer at the coal face, this is the make or break landscape…

It’s all about getting the basics perfect, were we assuming way too much about people coming ready after training; having people trained i still no guarantee that they can perform any required function, without being tested we will never know if they are capable, we need to test every aspect of our basic office skills and management first, and then again, and again, like fire drills, it must be smoothed out – before we can say we are ready to be tested. We fall and fail with these assumptions.

There is no shortcut to proficiency; we need to get our people to a level where we can say they are efficient and effective, therefore ready to be tested.

High performance management becomes a myth only where and when we have no foundation that is solid to work from…when in doubt, go back to basics, it’s always about having done the basics right, and stating off with good foundation, the thing about foundations is this, they can be broken up and re-built. Where there is a will there is a way…

In order for organisations to survive today’s flux they will need to be like a pride of lions; they will need a constant supply of specialist, zooming in on basics, and the building it up from the ground. Two ways exists do this; recruit directly what you “need” first – into senior management, and develop those who wish to be predators, bright, and ambitious…develop talent pools so that the rest can benefit from knowledge gained, and speared the influence; and then let them pollinate the rest…germination takes time, and this is a process…

Warning!!!

You cannot drive a nail into steel; asking people who are junior to train senior people about things they need to do, is so not going to work out. Appropriate subject fields and proportionality is Key to training.

Time is also a constraint and the amount of time set aside must be relevant to the goals that are set-aside.

Hope you found this enlightening

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

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